WATER MANAGEMENT INITIATIVE (WMI)
Transcript of WATER MANAGEMENT INITIATIVE (WMI)
WATER MANAGEMENT INITIATIVE (WMI)
Quarterly Progress Report No. 17 – Volume I
FY2020, Q3 (April 1 to June 30, 2020)
July 2020
This publication was produced for review by the United States Agency for International Development.
It was prepared by Tetra Tech.
CONCEPT PAR
TY
DATE
First draft submitted: WMI July 15, 2020
Comments Received COR August 24, 2020
Final Version Submitted WMI August 27, 2020
Final version approved: COR August 27,
2020
This document was produced for review by the United States Agency for International Development.
It was prepared by Tetra Tech under the USAID Water Management Initiative (WMI) Contract No.
AID-278-C-16-00001.
This report was prepared by:
Tetra Tech
159 Bank Street, Suite 300
Burlington, Vermont 05401 USA
Telephone: (802) 495-0282
Fax: (802) 658-4247
E-Mail: [email protected]
Tetra Tech Contacts:
José A. Valdez, Chief of Party, [email protected]
David Favazza, Project Manager, [email protected]
All photos are by Tetra Tech unless otherwise noted.
WATER MANAGEMENT INITIATIVE
(WMI)
Quarterly Progress Report No. 17 – Volume I
FY2020, Q3 (April 1 to June 30, 2020)
July 15, 2020
DISCLAIMER
The author’s views expressed in this publication do not necessarily reflect the views of the
United States Agency for International Development or the United States Government.
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I i
TABLE OF CONTENTS
TABLE OF CONTENTS .................................................................................................................. i
ACRONYMS..................................................................................................................................... ii
EXECUTIVE SUMMARY – MAIN ACCOMPLISHMENTS ....................................................... vii
ES 1 PROJECT SUMMARY ...............................................................................................................................vii
ES 2 PROJECT EXPECTED RESULTS ...........................................................................................................viii
ES 3 HIGHLIGHTS OF ACCOMPLISHMENTS THIS QUARTER .......................................................... ix
1 INTERVENTIONS IMPLEMENTED DURING REPORTING PERIOD.................................. 1
1.1 COMPONENT 1: WATER SUPPLY SYSTEMS ................................................................................... 1
1.2 COMPONENT 2: WATER CONSERVATION AND DEMAND MANAGEMENT .................. 6
1.3 COMPONENT 3: WATER SECTOR GOVERNANCE .................................................................... 8
1.4 COMPONENT 4: PROTECTION OF WATER SUPPLY ............................................................... 10
2 INTERVENTIONS PLANNED FOR NEXT QUARTER ........................................................ 16
2.1 COMPONENT 1: WATER SUPPLY SYSTEMS ................................................................................. 16
2.2 COMPONENT 2: WATER CONSERVATION AND DEMAND MANAGEMENT ................ 17
2.3 COMPONENT 3: WATER SECTOR GOVERNANCE .................................................................. 18
2.4 COMPONENT 4: PROTECTION OF WATER SUPPLY ............................................................... 20
3 PROJECT MANAGEMENT ...................................................................................................... 21
2.5 DONOR COORDINATION ................................................................................................................ 21
2.6 MONITORING, EVALUATION AND LEARNING ......................................................................... 21
2.7 YOUTH, GENDER, AND VULNERABLE POPULATIONS ........................................................... 22
ANNEX I: COVID-19 IMPACT ON WMI ACTIVITIES ........................................................... 23
ANNEX II: MATRIX - COVID-19 IMPACT ON WMI PROJECT ............................................ 25
ANNEX III: WMI RETURN TO OFFICE PLAN - GUIDELINES ............................................. 29
ANNEX IV: PERFORMANCE INDICATOR TRACKING TABLE .......................................... 37
ANNEX V: TRAINET WMI TRAINING Q2 FY 20 ................................................................... 45
ANNEX VI: PERFORMANCE WORK STATEMENT ACTIVITIES AND DELIVERABLES
AS PER CONTRACT ................................................................................................................... 46
ANNEX VII: SNAPSHOT/SUCCESS STORY ........................................................................... 61
ANNEX VIII: WMI ORGANIZATION CHART ....................................................................... 62
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I ii
ACRONYMS
AA Assignment Agreement
AoA Article of Association
ACWUA Arab Countries Water Utilities Association
AFD Agence Française de Développement (French Development Agency)
AMELP Activity Monitoring, Evaluation, and Learning Plan
AR Accounts Receivable
AW Aqaba Water
AWW Arab Water Week
BCC Behavior Change Communication
BFM Beneficiary Feedback Mechanism
BGR Bundesanstalt für Geowissenschaften und Rohstoffe
BI Business Intelligence
BoT Build, Operate and Transfer
BOQ Bill of Quantity
CAQA Center of Accreditation and Quality Assurance
CCAO Crosscutting Activity Objective
CEO Chief Executive Officer
CIM Chartered Institute of Marketing
CLA Collaborating, Learning, and Adapting
COP Chief of Party
COR Contract Officer Representative
COVID-19 Coronavirus, SARS-CoV-2, 2019 Novel Coronavirus
CRM Customer Relationship Management
CSO Civil Society Organization
CSCU Customer Service Control Unit
DCOP Deputy Chief of Party
DO Direct Objective
DO Dissolved Oxygen
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I iii
EAM Enterprise Asset Management
e-MEMO Electronic Correspondence Management System
EBS E-Business Suite
EES Employee Self Service
EPE Employee Performance Evaluation
ERP Enterprise Resource Planning
e-GWMS e-Ground Water Management System
FAR Fixed Asset Register
FARA Fixed Amount Reimbursable Agreement
FFA Field Force Automation
FY Fiscal Year
GAM Greater Amman Municipality
GFA Gap-Fit Analysis
GIS Geographic Information System
GIWR Gross Irrigation Water Requirements
GIZ Gesellschaft für Internationale Zusammenarbeit (German Technical Assistance Agency)
GL General Ledger
GM General Manager
GOJ Government of Jordan
GW Groundwater
GWMS Groundwater Management Systems
HHU Handheld Units
HR Human Resources
H&S Health and Safety
ICTU Information and Communication Technology Unit
IMF International Monetary Fund
IR Intermediate Results
IT Information Technology
ISO International Organization for Standardization
JEA Jordanian Engineers Association
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I iv
JREDS Jordan Royal Ecological Diving Society
JSMC Jordan Social Marketing Center
JSMO Jordan Standards and Metrology Organization
JV Jordan Valley
JVA Jordan Valley Authority
KAC King Abdullah Canal
KAP Knowledge, Attitudes, Practices
KfW Kreditanstalt für Wiederaufbau (German Development Bank)
KPI Key Performance Indicator
MAU Ma’an Administrative Unit
MCM Million Cubic Meters
MoA Ministry of Agriculture
MoFA Ministry of Foreign Affairs
MoH Ministry of Health
MoI Ministry of Interior
MoPIC Ministry of Planning and International Cooperation
MoSD Ministry of Water and Irrigation
MoPWH Ministry of Public Works and Housing
MWA Ma’an Water Administration
MWD Ma’an Water Directorate
MWI Ministry of Water and Irrigation
NGO Nongovernmental Organization
NCCC National Customer Complaints Center
NRW Non-Revenue Water
NWIS National Water Information System
OBIEE Oracle Business Intelligence Suite Enterprise Edition
O&M Operation and Maintenance
OHS Occupational Health and Safety
ORP Oxidation Reduction Potential
PBC Performance-Based contracting
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I v
PFMRAF Public Financial Management Risk Assessment Framework
PFS Project follow-up System
PIP Performance Improvement Plan
PITT Performance Indicator Tracking Table
PMP Performance Monitoring Plan
PMU Performance Management Unit (formerly Program Management Unit)
PS Pump Station
PPP Public Private Partnership
RBAP Result-Based Action Plan
RFP Request For Proposals
RFQ Request For Qualifications
ROU Regional Operating Unit
RS Remote Sensing
RSS Royal Scientific Society
SAE School of Audio Engineering
SCADA Supervisory Control and Data Acquisition System
SISP-WS Strategic Information System Plan – Water Sector
SG Secretary General
SOW Scope of Work
SSP Sanitation Safety Plan
STTA Short-Term Technical Assistance
TAG Talal Abu Ghazaleh
TNA Training Needs Assessment
TOT Training of Trainers
TTA Task Transfer Agreement
USAID United States Agency for International Development
USG United States Governorate
UPMU Utilities Program Management Unit
W4LS Water4Life Solutions
WAJ Water Authority of Jordan
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I vi
WDM Water Demand Management
WDMD Water Demand Management Directorate
WHO World Health Organization
WMI Water Management Initiative
WTP Water Treatment Plant
WQRM Water Quality and Risk Management
WSP Water Safety Plan
WUA Water Users Association
WUE Water Use Efficiency
WWTP Wastewater Treatment Plants
YWC Yarmouk Water Company
ZWA Zarqa Water Administration
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EXECUTIVE SUMMARY – MAIN ACCOMPLISHMENTS
ES 1 PROJECT SUMMARY
Table 1: Project Summary
Activity Name Water Management Initiative (WMI)
Activity Start / End Date April 1, 2016 to March 31, 2021
Prime Implementing
Partner
Tetra Tech ARD
Contract Number AID-278-C-16-00001
Subcontractors Orient Engineering Consulting and Design; Jordan Social Marketing Center
(JSMC); SEGURA Consulting; Water4Life Solutions (W4LS)
Geographic Coverage Nationwide, with focus on Miyahuna (serving Amman and Zarqa) and
Yarmouk Water Company (serving Ajloun, Irbid, Mafraq and Jerash)
Reporting Period April 1, 2020 to June 30, 2020
The Water Management Initiative (WMI)1 is a five-year initiative of the U.S. Agency for International
Development (USAID) implemented by Tetra Tech. The Activity’s purpose is to support the Government
of Jordan (GOJ) to achieve measurable improvement and greater sustainability of the water sector by
providing technical assistance to strengthen the GOJ’s reform, policy development and implementation,
and capacity-building efforts.
Through targeted technical assistance and capacity building, the Activity supports implementation of
improved utility management practices, including reduced non-revenue water (NRW) and improved cost
recovery. WMI also supports improved groundwater and irrigation management, enhanced wastewater
treatment performance and water quality protection, sector regulation and governance, and water
demand management. Behavior Change and Strategic Communications activities support all facets of
program implementation, including a focus on gender mainstreaming and youth engagement.
WMI supports the USAID/Jordan Intermediate Result (IR) Accountable, Sustainable Management of Water
Resources Increased through implementation of four components corresponding to the following Sub-
IRs: National Sustainable Water Supply System Improved; Water Conserved; Water Sector Governance
Improved; and Water Supply and Resources Protected. In addition, the Activity implements activities to
achieve four crosscutting objectives: gender equality and female empowerment enhanced; opportunity,
well-being, and civic engagement for youth improved; impacts of rapid population growth alleviated and/or
mitigated; and institutions and mechanisms to build cohesion and resilience strengthened.
Table 2: WMI’S SUPPORT TO USAID’S INTERMEDIATE RESULT
Intermedia
te Results
USAID/Jordan Intermediate Result (IR) Accountable, Sustainable
Management of Water Resources Increased
Sub-
Intermediate
Results
National Sustainable
Water Supply
System Improved
Water
Conserved
Water Sector
Governance
Improved
Water Supply and
Resources
Protected
Cross
Cutting
Objectives
Gender Equality and
Female
Empowerment
Enhanced
Opportunity,
Well-Being, and
Civic
Engagement for
Impacts of Rapid
Population Growth
Alleviated and/or
Mitigated
Institutions and
Mechanisms to Build
Cohesion and
Resilience
1 Originally named Improved Water Sector Management and Governance (IWSMG) Activity.
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I viii
Youth Improved Strengthened
WMI works in close collaboration with GOJ through the Ministry of Water and Irrigation (MWI), the
Jordan Valley Authority (JVA), water utilities including Miyahuna, Yarmouk Water Company (YWC),
Aqaba Water Company (AW), Water User Associations (WUA) and civil society organizations. The
Activity collaborates with other GOJ ministries, agencies, and municipal authorities, as well as other
bilateral and multi-lateral donor programs.
Tetra Tech is implementing WMI in close collaboration with two Jordanian organizations, Orient
Engineering Consulting and Design and the Jordan Social Marketing Center (JSMC), and two international
organizations with strong ties to Jordan: SEGURA Consulting and Water4Life Solutions (W4LS).
ES 2 PROJECT EXPECTED RESULTS
Despite the challenges caused by the COVID-19 pandemic, WMI continued to hold training courses during
Q3 FY2020 and managed to train 152 total participants (86 males and 66 females). As for the number of
women and girls benefiting from new or improved USG-supported social services, a total of one woman
was targeted with specific capacity building programs from different governorates2. More details are
available in the Performance Indicator Tracking Table (PITT) Annex IV.
WMI has two quarterly indicators to be reported for Q3 FY2020 while the rest are reported annually
(Annex III):
Table 3: WMI’s Quarterly Reported Indicators
Indicator Q3 FY20
result Actual so far
FY21
EOP
Targets
Number of women and girls benefitting
from new or improved USG-supported
social services targeted at women and
girls (M-PMP 4.3.a)
1
426
WMI approached females in
the water sectors with a
special capacity building
program
625
Number of people educated on tools,
approaches and/or methods for water
security, integrated water resource
management, and/or water source
protection as a result of USG assistance
(F HL.8.3-1) (M-PMP 3.3.2.1)
152
4,718
WMI conducted around 176
educational events in
different governorates and
targeted 3,003 males and
1,715 females
5,000
COVID-19 IMPACT ON WMI PROJECT
As of this writing in early July 2020, the Coronavirus is spreading around the globe, but in Jordan the
impact so far has been low given the Government of Jordan’s swift and drastic reaction to contain the
virus at the borders reducing the number of infected people across the country. The National Defense
Law enacted on March 20, 2020, closed all international borders, and placed restrictions on domestic
travel including daily curfews for citizens. ‘Stay at home’ orders were issued Kingdom-wide, and only
essential commercial entities like grocery stores and petrol stations remain open, with limited working
hours.
2 Only one participant of the internship is registered as the gender training was stopped due to the COVID.
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Recently towards the end of May 2020, the GOJ eased the restriction and allowed certain sectors to open
as well as return to work with strict application of health and safety procedures (masks and gloves) as
well as social distancing, starting with 30% of staff occupancy increased up to 70%.
In early June 2020, the GOJ started using the Color-Coded Risk Assessment. The goal of this reopening
plan is to methodically allow businesses, services, and activities to resume, while avoiding a resurgence of
COVID- 19 that could overwhelm our healthcare system and erase the progress made so far.
Table 4: GOJ Color Coded Risk Assessment
Critical Risk
High Risk
Medium Risk
Moderate Risk (Current Status)
Low Risk
“New Normal”
Each phase will last a minimum of 1 to 2 weeks and could last longer before moving to the next phase.
The government partnered with industries to draft Sector-Specific Protocols in advance of future phases.
The Pandemic color where we stand now is blue (Moderate Risk).
In order to maintain WMI project operations while ensuring the safety of our staff and compliance with
Government of Jordan (GOJ) orders, Tetra Tech is implementing contingency measures as summarized
in Annex I Work related travel is now allowed for all sectors and in all Governorates.
ES 3 HIGHLIGHTS OF ACCOMPLISHMENTS THIS QUARTER
ES 3.1 Component 1: Water Supply Systems
This component is focused on water utility management and reform, mainly through supporting the design
and implementation of Performance Improvement Plans. Through targeted technical assistance and
capacity building, WMI project supports MWI in fulfilling its International Monetary Fund (IMF)
commitments to reduce water sector losses by implementing the National Action Plan. The following
activities are either accomplished and in the process of handing over, or still in progress and near to the
completion stage.
Zarqa Key Performance Indicators (KPIs) Improved
● After formulating the Financial Evaluation Committee for the procurement of the ERP system for
MWI and Miyahuna on May 6, 2020 with MWI, Miyahuna and WMI including observers representing
MESC Project and Audit Bureau, the Committee conducted seven meetings and developed the final
financial evaluation report and signed it on Jun 11, 2020 with clear recommendation for the winning
bidder. The ERP will bring Miyahuna and the sector to a higher level of financial management capability
due to its ability to gather accurate and up to date information to guide decision making.
International Monetary Fund (IMF)
● WMI made another revision of the Third and Final Version (Second Revision) of the Structural
Benchmark Action Plan to Reduce Water Sector Losses based on the final unified tariff structure was
done on April 25, 2020 (see Annex A for the Arabic version and Annex B for the English version).
The updates of the Action Plan is very important for the sector and the donor community and can
guide the actions from both actors to properly fund and manage the sector.
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I x
● WMI developed a revised tariff restructure scenario based on the Cabinet’s approval for unifying the
tariff structure among governorate without increase, which was endorsed by the Minister to be applied
starting from July 1, 2020, where it was not fully implemented as some utilities postponed the
implementation to the following quarter. This direct WMI contribution to the sector will get
approximately 8.5 Million JOD per year.
● On the NRW pilot, WMI completed the test successfully for the PRV, hydraulic model recalibration
and validation, issued the RFP for the installation of pressure loggers, lockable valves and PRV chamber
rehabilitation and almost completed the award process of purchasing the lockable manual valve. The
NRW pilot will allow the sector to learn from a new approach that could significantly impact current
practices and eventually reach continuous supply by reducing physical and administrative losses.
● WMI through TAG Subcontractor kicked off the business process standardization and validation at
YWC alongside developing the Fit Gap Analysis Report for the horizontal (basic and advanced) and
vertical functions (considering Miyahuna as the role-model and baseline). With the advanced
procedures after being improved in Aqaba Water and Miyahuna and then adopted by YWC, the sector
will standardize the management procedures to the highest level.
● WMI in cooperation with MWI ICTU’s assigned team stabilized Phase I of the Electronic Internal
Memo System (e-Correspondence Management System) for MWI and JVA and prepared the SOW
for Phase II, which includes extra modules that will integrate the E-Memo system with third party
systems. This activity will bring transparency, accountability and performance measurement to all the
paperwork processed at MWI.
● WMI kicked-off a comprehensive knowledge training and transfer for Oracle Programming language
and some in-house developed systems to boost and foster the capabilities of MWI ICTU’s assigned
staff through virtual meetings due to COVID-19 safety measures. The total trained staff reached 65
(35 male and 30 females). The training was conducted at MWI premises.
Yarmouk Water Company (YWC)
● With the ERP system advantages, now the company is doing financial closing every quarter so the end
of the year closing now will be even faster than this year breaking a record in the financial reporting
in the sector.
● WMI team prepared and delivered a comprehensive report for the Jerash and Ajloun pilot areas. The
report included an assessment, gap identification, performance improvement plans and other outputs.
A financial impact analysis to estimate the benefit-cost-ratio for the two pilot areas. The results of the
pilot evaluation developed jointly with GIZ shows that the “Net Collection increase in first quarter of 2020 compared to a baseline of first quarter in 2019 was 46% increase reached in Ajloun and 43% increase reached in Jerash”. The pilot applied to the rest of the governorates would have a great
impact reversing the trend the company has since its creation.
● In its effort to support water utilities in dealing with COVID19, WMI developed a pandemic action
plan for YWC HQ & ROUs, addressing how the entities can effectively respond to and recover from
the COVID-19 pandemic. The plan focused on commercial performance and critical operations
continuity. The recommendations and recovery plans included a set of actions and measures to
recover the commercial performance of billing and collection, as well as maintain critical operations
such as water supply and quality management, human resources, and IT management. The team further
submitted a bilingual action plan and shared it with stakeholders to ensure that the plan’s benefits are
maximized.
● WMI issued the bulk water metering verification and measurement improvement report. It included
the objectives, metering assessment outputs, schematic diagrams, methodologies, and an outline of
the subsequent phase focusing on communication system integration. This activity is focused on
reducing the NRW in YWC through an accurate measurement of bulk water resources.
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I xi
ES 3.2 Component 2: Water Conservation and Demand Management
Utility Demand-Side Management Strengthened (Target 2.1)
● WMI continued supporting GAM in calculating the amounts saved during this quarter using the recent
regulations developed with WMI assistance estimated to be about 24,235 CM from the rainwater
harvesting in Amman.
● Achieved about 708.3 CM per quarter from Maana campaign through installing water saving devices
for 140 houses. The team is preparing a report to illustrate estimations and assumptions resulted in
this estimation.
ES 3.3 Component 3: Water Sector Governance
● WMI supported MWI in launching the National Water Conservation Campaign # حاجتك _قد _على
(#Consume only what you need) on June 22, 2020. The campaign, planned to continue until July 6,
has utilized the social media pages of MWI and the water utilities. The impact of this campaign will
help reduce water wastage and improve consumption patterns of Jordanians; a survey will be done
later to identify the size of the impact.
● WMI is supporting MWI in applying recommendations to improve communications across the water
sector, including the use of digital marketing and social media, restructuring of communications units
at water entities and utilities, and cascading standardized information from MWI to the water sector
particularly during the COVID- 19 crisis. WMI established collaborations relations between MWI and
its utilities creating a more effective plan for communications.
● WMI completed the programming of the Water Table Model’s software and room design. The
contractor will be ready to display the Table Model at the agreed upon location at MWI / WAJ
entrance upon the completion of the renovation at this location. The Table will help communicate the
challenges of the water sector to different audiences improving the knowledge of water
management across the community.
● YWC’s Management Committee approved the proposed modifications on the AA and AoAs by WMI
and submitted them to WAJ requesting its Board approval on July 1, 2020. This regulation will be the
example for Miyahuna and Aqaba with great implications for the financing of the water sector as well
as its independent operation.
● In its effort to improve the Operation and Maintenance (O&M) management of the irrigation water
in the Jordan Valley, WMI completed the renovation work for the North Jordan Valley
Directorate/main building and the Control Room at the JVA/Control Center. The new infrastructure
will improve the working conditions of all employees working in the Center.
● WMI is supporting the automating and computerizing the operation and maintenance procedures and
systems for JVA. WMI is working with a local IT contractor for JVA O&M Business Processes
Automation/ WMIS Expansion and Upgrade The implementation activity started on June 22nd, 2020.
The new system will help track the operations in the JV and use more efficiently its resources.
● WMI team supported MWI in the preparation of the water budget and the water emergency plan for
summer 2020. The plan will assist the sector in a more efficient and equitable distribution of water
resources amongst its population.
ES 3.4 Component 4: Protection of Water Supply
Groundwater Management Framework Developed (Target 4.1)
● Continued the development of e-GWMS at the water basins and licensing directorate office as per
the scheduled plan. The Geo-Database model and design documents were submitted and revised with
all stakeholders. Dashboards, business flow, about 9 web and mobile applications were also
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I xii
developed. This system will improve the monitoring of water use by private well owners, increase the
collection of revenues and reduce the inefficiency and overexploitation.
● The renovation works for the new unit of “Private Wells Management” at MWI/WAJ 7th and 8th
floor is completed, furniture was handed over, and the unit is fully functional. With this renewed office
space, employees at the private wells unit will have a better workflow and enhanced air quality.
Wastewater Treatment Performance and Compliance Strengthened (Target 4.2)
● Provided all the technical support for WAJ-ASG regarding COVID-19 pandemic, including:
– Road map and concept reports in wastewater operation and treatment.
– Initiated the idea of wastewater surveillance to track the pandemic.
– Provided all the required equipment to analyze and detect SARS-CoV-2 in the wastewater for
WAJ Central Lab.
● Continued supervising the implementation of power saving project at South Amman WWTP. Pumps,
instruments, spare part, and all required equipment were supplied and installed, and operation and
testing started and will be finalized during next quarter.
Water Resources Management Improved (Target 4.4)
● During COVID-19 pandemic lockdown, WMI technical team continued supporting MWI through
developing MWI-Pandemic Response Plan (PRP) to address issues needed to ensure that water sector
operations are sustained during any pandemic situation in Jordan.
● Upgrading MWI control center was on hold during the lockdown due to COVID-19 situation.
However, the work proceeded immediately once the government relaxed restrictions. In
coordination with MWI, the contractor resumed work on April 20, 2020. Civil works and furniture
at MWI Customer Service and Entrance areas were finalized.
● Started the integration between utilities X7 at (Miyahuna, YWC and AW) and WAJ-ICTU-BI, in order
to develop automated KPI dashboards.
● The call center renovation began on June 24, 2020 and is expected to be completed by July 15th, 2020.
Delivery date of IT and Telephone System is expected to be on July 30, 2020. The enhanced Call
Center will respond more quickly to customers’ calls and will reduce the time for fixing the network.
● The National Water and Wastewater Infrastructure Master Plan, Planning Criteria Technical
Memorandum has been approved officially by the ministry on June 14, 2020. The Plan will make a
more efficient use of resources under the Capital Investment Plan.
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 1
1 INTERVENTIONS IMPLEMENTED DURING
REPORTING PERIOD
1.1 COMPONENT 1: WATER SUPPLY SYSTEMS
Zarqa Key Performance Indicators (KPIs) Improved (Target 1.1)
Intervention 1.1.4: Implement PIP Interventions to Operationalize an Activity-based Budgeting, Accounting, and
Financial Management System
● A Financial Evaluation Committee was formulated on May 6, 2020 from MWI, Miyahuna and WMI
including observers representing MESC Project and Audit Bureau. The committee conducted seven
meetings and asked for further clarifications from the two finalist bidders.
● The final financial evaluation report was prepared and signed on Jun 11, 2020 with clear
recommendation for the winning bidder. The two finalist bidders were proposing two different
solutions in nature (SAP and Oracle), under two different business-like languages which placed a high
level of challenge to the formulated committee for an apple-to-apple comparison and evaluation.
● Since the cost of Phase I of the project exceeds largely the available fund from WMI ($950K), it was
recommended to have Miyahuna award the project and then sign a contract for the unfunded
remaining part. After several meetings and discussions with Miyahuna, they decided that they cannot
do that since the procurement process was not through Miyahuna.
● WMI prepared several versions of the Neg Memo considering the updates of the evaluation process
that occurred after the financial evaluation committee report and WMI’s inability to fund the additional
amount.
Intervention No. 1.1.7: Pre-feasibility Analysis and Implementation of Merger Zarqa and Madaba into Miyahuna
● WMI continued following up with Miyahuna on the reorganization and restructuring activity in
anticipation of Miyahuna BoD decision on the vision of the restructuring process as well as how the
(ROUs) will be established and implemented. To that extend Miyahuna created the position of CEO
Assistants for Amman, Zarqa and Madaba governorates.
Intervention No. 1.1.9: Improvement of Miyahuna and WAJ’s Internal Audit Units
● The Internal Audit Report is under final revision and editing and will be submitted next quarter.
1.1.2 International Monetary Fund (IMF) Action Plan to Reduce Water Sector Losses Supported (Target 1.2)
[To simplify the description, henceforth it will be referred as Action Plan]
Intervention No. 1.2.2 Provide Secretariat Assistance to MWI in Implementing the Action Plan
● WMI made another revision on the Third and Final Version (Second Revision) of the Structural
Benchmark Action Plan to Reduce Water Sector Losses based on the Cabinet’s approval for unifying
the tariff structure among governorates without increase (see Attachment 1 for the Arabic version
and Attachment 2 for the English version, Volume II). The revision took place on April 25, 2020 and
the final tariff structure was endorsed by the Minister to be implemented effective July 1, 2020 where
it was not fully implemented as some utilities postponed the implementation to the following quarter.
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 2
Intervention 1.2.4 Support Implementation of NRW Reduction Strategies
● The contract with SET to procure smart meters and control valves has been cancelled due to the
contractor’s inability to comply with the contract’s requirements particularly the Jordanian standards
for communication.
● The PRV, upstream and downstream pressure loggers have been tested successfully. Communication
unit has been damaged due to loss of signal during the COVID-19 quarantine period. Unit was
disassembled and a new replacement has been ordered under the warranty.
● The RFP for the installation of pressure loggers, lockable valves and PRV chamber rehabilitation was
issued on June 29, 2020. The purchase order of the lockable manual valves was issued, evaluated and
in the process of award by early July.
● NRW Pilot hydraulic model recalibrated and validated to the current condition of the network.
● WMI again resumed providing technical support to the NRW unit of WAJ with the new Head of Unit.
A high-level action plan draft has been developed.
● The certified NRW training is still on hold due to regulations related to conducting training under the
COVID-19 situation.
● The international NRW Expert brought by WMI provided further review and feedback on the RFP of
the NRW PBC developed by Miyahuna and provided advisory support to Miyahuna in amending the
RFP.
Intervention 1.2.7 Improve Financial Management, Determination of Cost and Subsidy of Services
● WMI developed a revised tariff restructure scenario based on the Cabinet’s approval for unifying the
tariff structure among governorates without increase. The final tariff scenario was endorsed by the
Minister and requested utilities to apply the new tariff starting July 1, 2020.
● WMI developed a draft note evaluating the financial impact of the Coronavirus crisis on the water
sector that resulted from the lockdown. The initial draft was formally used and presented to the GoJ
and donors (see Attachment 3, Volume II).
● WMI followed up with the water companies and MWI/WAJ toward utilizing the standardized and
unified income statements for 2019.
Intervention 1.2.8 Support IT and GIS Development
● WMI through TAG Subcontractor kicked off the business process standardization and validation at
YWC, alongside developing the Fit Gap Analysis Report for the horizontal (basic and advanced) and
vertical functions. The kick-off meeting at YWC took place on June 2, 2020 under the supervision of
HE YWC GM, where a meetings’ schedule was prepared with all business functions’ heads in line with
the IT Director oversight. This activity was concluded for the Financial Directorate and started for
the Customer Services and Human Resources Directorates.
● WMI in cooperation with MWI ICTU’s assigned IT team stabilized Phase I of the Electronic Internal
Memo System (e-Correspondence Management System) implementation for all MWI and JVA by
troubleshooting all logged cases and tickets. The stabilization period also included activating extra
features and nice-to-have functionalities to enhance the adequacy of the system and leverage its
utilization level. Also, WMI prepared the SOW for Phase II which includes extra modules that will
integrate the E-Memo system with third party systems and incoming / outgoing correspondence with
the rest of the water companies.
● WMI started implementing the Emergency Response Plan / National Water Sector IT and Business
Continuity and Resilience Plan after being approved by the Cabinet and MWI to ensure sustainability
of vital and pivotal services to the community and the country by procuring Video Conferencing
System Units for MWI.
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 3
● WMI continued providing advisory assistance to MWI about the Risk Mitigation Plan of the inventory
function through participating to develop a response plan of the physical arrangements, automated
system, and cleansed data to accommodate FARA procured inventory items. The plan was discussed
with USAID representative, HE MWI ASG for Bids & Procurement, MWI Warehouses Department
Manager, and MWI Institutional Performance Development Department Manager. This will result in
meeting USAID/FARA accreditation requirements and to receive the first batch of financial support
to enhance the NRW reduction.
● WMI through TAG Subcontractor revised the draft for IT Data Center Recommendations report that
is tackling MWI and Miyahuna current and future data
centers. The report presents the assessment and design
of the most efficient and effective data center that can
serve the whole water sector through one unified
platform (ERP System).
● WMI continued the previously started comprehensive
knowledge training and transfer for Oracle Programming
language and some in-house developed systems to boost
and foster the capabilities of MWI ICTU’s assigned staff.
Such task has been done on a continuous and daily basis
by a well-experienced trainer who was part of the
development team for these systems through virtual
meetings and tele-work activities due to COVID-19
lockdown and curfew. The total trained staff reached 65
(35 male and 30 females). The training was conducted at
MWI premises and included the below topics (some
captured photos of training sessions are shown beside):
– Oracle SQL and PL/SQL Programming Languages
– Time Attendance System
– Guarantees System
– Oracle Forms, Reports and Workflow Builders
– Wells Licenses System
– Property and Expropriation System
– Water Information System
– Ground Water Management System
● WMI has prepared the overall outline and skeleton for
the SISP (Strategic Information Systems Plan) that will be
enriched and updated through holding interactive
sessions and meetings with IT directors across the water sector. This document will be a guide to
reduce overall cost of IT systems ownership, provide reliable and accurate data and ensure alignment
in decision making regarding systems development in the water sector.
● WMI follows up frequently to receive feedback from MWI on the Institutional GIS Strategy concept
but no response was received yet.
1.1.3 Yarmouk Financial Performance Improved (Target 1.3)
Intervention No. 1.3.2: Support Implementation of Interim PIP
● WMI is reviewing the Business Plan for the period 2019 to 2021 for YWC to update it with the
complete results of 2019. The contents of this plan will help the utility in managing its activities for
the consequent two years of 2020 and 2021 in a systematic way. The plan will be issued next quarter.
Figure 1: Comprehensive knowledge training and
transfer for Oracle Programming language.
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 4
● WMI is working on issuing the Annual Report 2019 for YWC that is expected to be published by the
end of July 2020. This is the second Annual Report that YWC will be issuing in its lifetime, following
the 2018 Annual report which was supported by WMI.
● In its effort to support water utilities in dealing with COVID-19, WMI developed a pandemic action
plan for YWC HQ & ROUs, addressing how these entities can effectively respond to and recover
from the COVID-19 pandemic. The plan focused on the continuity of commercial performance and
critical operations. The recommendations and recovery plans included a set of actions and measures
to recover the commercial performance of billing and collection, as well as maintain critical operations
such as water supply and quality management, human resources, and IT management. WMI further
submitted a bilingual action plan and shared it with stakeholders to ensure that the plan’s benefits are
maximized.
Intervention No. 1.3.3: Implement PIP Interventions to Reduce Administrative NRW Losses
● WMI team prepared and delivered a comprehensive report for the Jerash and Ajloun pilot areas. The
report presents their needs for assessment, gap identification, performance improvement plans,
methodologies, scope of work, action plans, results, and expected outputs. The team also conducted
financial impact analysis to estimate the benefit-cost ratio for the two pilot areas, including different
components from billing to the wastewater survey.
● The second phase planning for the pilot in Ajloun is completed and would be executed throughout
the third billing quarter of YWC. The plan is designed to achieve promising targets and performance
improvement indicators, such as NRW reduction and cost recovery increases, billing and collection
improvement, and capacity-building. The final detailed report will be submitted in October 2020
● WMI issued and submitted a bulk water metering verification and measurement improvement
comprehensive report. It included the objectives, metering assessment outputs, schematic diagrams,
methodologies, results and updates on-site progress, the closure plan, in addition to an outline of the
subsequent phase focusing on communication system integration. The subcontractor completed all
the required activities at the sites of YWC wells and handed it over to both YWC and WMI.
Intervention No. 1.3.4: Implement PIP Interventions to Operationalize an Activity-Based Budgeting,
Accounting, and Financial Management System
Financial closing tasks
● By the end June 2020, the last STTA finished his assigned task of providing daily on-site technical
support to YWC’s ERP system users. By using the ERP system, the WMI produced the first quarterly
report showing the entity’s performance during the three-month period of January–March 2020.
● This performance report consisted of a Trial Balance, Income Statement, and other metrics. YWC
accounting department is in the process of producing quarterly and periodic closing reports, and that
they can repeat the same procedures in closing the second quarter of April–June 2020 and all
subsequent quarters.
● This essential requirement of issuing a periodic financial closing allows the utility to take stock of its
finances on a routine basis. It also enables the finance department to have the external auditor conduct
the annual audit task immediately after the year ends, and then obtain the external audit report.
Human Resources add-on modules
● WMI contracted a specialized short-term consultant to implement the two additional modules needed
to cover certain areas not addressed by the core HR module. The first module is the Employee Self
Service (ESS), and the second one is the Employee Performance Evaluation (EPE).
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 5
● The ESS milestones of reengineering the business cycle, testing the workflow, and transferring the
total solution to the production environment were accomplished in June 2020. Another milestone is
to conduct training sessions for around 20 selected staff on how to use the features of this new added
module; it will be incumbent upon these staff to convey the knowledge of this training to the utility’s
other 1400 personnel. This training session is planned in the first half of July 2020.
● The EPE milestones (the same as for ESS) were almost accomplished by the end of June 2020, except
for the transferring activity to the production environment, which is expected to be done during the
first two weeks of July. This module does not address the total workers of the utility, as does the ESS,
rather the supervisory level who will be involved in the periodic evaluation of their subordinates. The
utility preset the evaluation criteria for each labor class and was taken as is for the time being but
could be revised at later stages when needed.
● Both newly added modules will be fully activated and in place for the users at the headquarters and
the ROUs by the end of July 2020. With these modules, there will be 11 total active modules of the
Oracle EBS ERP (the Fixed Asset module is partially active due to the Board’s request to keep this
matter on hold until they take a decision that complies with the contents of the in-process revision
of assignment agreement document).
Audited Statements of 2019
● Due to COVID- 19 pandemic situation, YWC received the first draft of 2019 audited statements from
the external auditor in June 2020. WMI and YWC management intended to get this output by mid-
February. However, due to the sudden incident of database detriment that happened in February 2020
at YWC data center, as well as the lockdown of Jordan for two and a half months because of the
coronavirus, the issuance of the report was delayed to June 2020.
● The external auditor was able to produce accurate and valid audited statements from reports and
outcomes generated by the ERP system. Compared to the previously issued reports that were
manually generated, using ERP ensures that auditing is becoming more efficient at YWC.
2019 Annual Report & Strategic Plan
● A new but more advanced Annual Report for 2019 is currently in production and expected to be
issued in August 2020. The issuance of the report was delayed due to COVID- 19 situation, the audited
statements were delayed. In addition, the team was waiting for the YWC Board of Directors to
approve the final audit report (it was finally approved on July 1, 2020).
● The Annual Report elaborates on all activities conducted during 2019 and consists of two main parts:
an operational section and a financial section. The Annual Report gives the reader a good idea about
how a public utility, such as YWC, operates in a difficult situation.
● WMI is also working on the Strategic Plan for YWC. The team is currently revising its content to
rebuild the estimates and the projections of the base year and reflect these changes on the subsequent
years of 2020 and 2021.
Sustaining the ERP system
● YWC has taken a huge step by using an advanced ERP solution to manage and govern its administrative
and financial activities. WMI has exerted time, money, and effort for three consecutive years to
advance this process. WMI enabled YWC to close its financial years of 2018 and 2019, and the first
quarter of 2020, by relying on the outputs of this ERP system. As of now, the utility’s ERP users are
capable to operate their duties on the relevant modules of the system much better than they were in
the very beginning.
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 6
Handing over the ERP system to YWC
● After more than three years of on-site daily work by several contracted STTAs, YWC’s ERP system
(Oracle EBS version 12.2.6) is almost complete. In June 2020, the WMI team started working on
documentation related to the final step of handing over the ERP system to YWC. This consists mainly
of a comprehensive report that includes the business cycles, workflows, and reporting templates.
● WMI will continue supporting the users of the system as long as YWC team members are on board.
But the ultimate responsibility of managing and maintaining the ERP system will be transferred to the
IT Department of YWC.
1.1.4 Southern Governorates Operational Performance Improved (Target 1.4)
Intervention No. 1.4.6: Improve Performance of Karak and Tafileh Operations
● A new decision was issued by Minister of Water and Irrigation on July 2, 2020 to form a committee
to study the Contract Management for Karak, Tafileh and Ma’an to be part of AW to form the
Southern Water Utility. WMI were named as a member of the committee to support this effort and
to present its findings and recommendations within 30 days.
1.2 COMPONENT 2: WATER CONSERVATION AND DEMAND MANAGEMENT
1.2.1 Utility Demand-Side Management Strengthened (Target 2.1)
Intervention No. 2.1.4 Improve capacity in demand side management
2.1.4.2 Establishing WDM Unit at the Water Utilities
● WMI continued providing the needed support on the implementation of the water demand
management action plan, including its significant role in managing and support the work under Maana
program. However, due to the changes in Customer Services directorate management and COVID-
19 situation, the unit was not established. A meeting will be arranged with the new management to
discuss the alternatives.
Intervention No. 2.1.5 Support Development and Enforcement of WUE Legislative Framework
2.1.5.1 Technical Review of Technical Regulations
● Due to COVID-19 situation, the planned one-day workshop was postponed, however WMI and MWI
– WDMD discussed alternative plan to conduct the workshop, virtually with both JSMO and MWI.
So far, no final agreement was reached.
2.1.5.4 Develop National Rainwater Harvesting Guide
● The national rainwater harvesting guide is expected to be printed and handed over to MWI-WDMD
in July 2020. Then it will be distributed to all Municipalities to be used in licensing process. WMI and
MWI – WDMD has discussed the arrangement for the municipalities' training, which will be supported
by WMI.
● GAM continued to use the tool developed by WMI to estimate the amount of storage needed for
each new license application. GAM was requested to provide the number of licenses given during this
quarter. However, they couldn’t provide the requested information due to an issue with its database.
Therefore, an estimated approach was used to calculate the saved amount of water and resulted in a
value of 24,235 CM; this number shall be verified once the data is received. The verified number will
be reflected in the next quarter report.
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 7
Intervention No. 2.1.6 Enhance and Promote Water Saving Technologies
2.1.6.3 Redesign of the Water Bill
● The WMI has continued working on implementing the changes on the approved design for the water
bill; thus, during the last quarter the vendor of the software development and the vendor of the
hardware were selected based on the RFP’s evaluation. However, the activity was put on hold and
the budget was transferred to support Miyahuna in the call center upgrade activity.
2.1.6.4 Promote Water Saving Technologies
Under this activity, the following were conducted during the past quarter:
Maana Miyahuna:
● Due to the COVID-19 lockdown and the government decisions regarding the quarantine, the
campaign could not be applied as per the original plan, therefore, an alternative proposal will be
developed to be discussed with the counterparts and USAID. The subcontracts were closed, final
report will be finalized, and all documents and the data collected so far, and all outcomes will be
shared with Miyahuna and USAID for review and approval during the coming quarter. Under this
activity, about 708.3 CM per quarter were saved through installing water saving devices for 140
houses.
Maana Aqaba:
● Due to the COVID-19 situation and government decisions, Maana Aqaba campaign has been put on
hold for a couple of months. WMI will be providing the needed support and trainings on the
implementation of Maana campaign. AW Board of Directors approved the recruitment of two female
plumbers.
● The procured water saving devices, customer service registration units, PPE, tools and equipment
have been received.
Intervention No. 2.1.7 Water Audit for Selected Industries in Jordan
● During the reported period, WMI has resubmitted the final report of “Water Audit for Selected
Industries in Jordan” after addressing another set of USAID’s comments that were received on May
2020. The report reflects the outcomes of the conducted water audit for three industrial facilities.
Accordingly, the USAID approval was received on June 8, 2020
1.2.2 Behavior Change Communication (BCC) Supported (Target 2.2)
Intervention No. 2.2.3 Implementation Progress of the Internship Program
● The Internship Program continued to provide support to 2 interns, of which one ended by June 30,
2020. The total number of interns enrolled with WMI internship program reached 94 interns.
Intervention No. 2.2.4 Develop Behavior Change Communication strategy using social marketing for the water
sector
● WMI’s BCC team developed SOW for a Miyahuna Campaign that promotes collection of bills via
usage of utility’s available e-services.
● The campaign aims to increase the number of users of the Miyahuna’s e-services that are found on its
website. Moreover, the campaign will promote the utility’s social media platforms to help customers
stay on top of Miyahuna’s activities.
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 8
1.3 COMPONENT 3: WATER SECTOR GOVERNANCE
1.3.1 Water Sector Policy Supported (Target 3.1)
Intervention No. 3.1.2 Support analysis and implementation of policy and institutional reforms
● The new Water Law was submitted to the Cabinet which then was transferred to the Legislation and
Opinion Bureau for review and feedback.
● WMI finalized the process of hiring a Capacity Building and Institutional Development Consultant to
be on board by July 1, 2020 to support WMI working on the water sector reform and the
establishment of the Water Advisory Council.
1.3.2 Utility Assignment Agreements Developed/Modified (Target 3.2)
Intervention 3.2.3 Support Development and Implementation of Revised and/or New AAs.
● On July 1, 2020 YWC’s Board approved the proposed modifications on the AA and AoAs by WMI
and submitted them to WAJ requesting its Board approval.
1.3.3 Divestment of Irrigation Management to Water User Associations (WUAs) Supported (Target
3.3)
Intervention No. 3.3.8 Support Transfer of Functions to Regional WUAs
● WMI completed the renovation work for the North Jordan Valley Directorate /main building and the
Control Room at the JVA/Control Center. The implementation process was resumed on the first
week of May 2020 after the governmental relief of the COVID-19 preventive measures. The sites are
currently under furnishing process.
● WMI released RFP for JVA O&M Business Processes
Automation/ WMIS Expansion and Upgrade. The local IT
subcontractor started the implementation on June 22, 2020.
A kick-off meeting of JVA O&M Business Processes
Automation/WMIS Expansion and Upgrade Project was held
to present the roadmap of project implementation activities.
● Several coordination meetings were held with GIZ and JVA
teams to review, discuss and agree on the legal agreement
inception report, the legal options available to address
critical issues in the AA such as employees, assets and spare
parts and the draft AA prepared by the GIZ/ Legal Advisor.
● WMI team managed to finalize the development of GIS shape
files for the middle Jordan Valley irrigation network. With
this, the development of GIS shape files for the entire
irrigation water distribution network and its attributes in the
North and Middle Jordan Valley was completed. Currently,
the areas covered with updated GIS shape files represent 2/3
of the distribution network for the JVA/North Dead Sea
command area. The remaining part is under rehabilitation by
a new project which is supposed to develop the shape files for this part.
Figure 2: Renovation work at the North Jordan
Valley Directorate main building
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 9
● WMI team supported MWI in the preparation of the water budget and the water emergency plan for
summer 2020.
● In the effort to establish a Smart Metering System Pilot Site in the Jordan Valley, WMI technical team
conducted several on-line meetings with smart meters and control valves venders in addition to
telecommunication infrastructure service providers to collect data and information. Accordingly, it
was agreed to prepare two RFP’s; one for the telecommunication infrastructure and another one for
the smart meters and control valves. The RFP’s were drafted and are under the process of finalization.
● WMI team participated in three FARA progress meetings with MESC II project and JVA teams. In
these meetings, the PFMRAF/Risk Mitigation Response Plan and the RFP for consultation activity in
addition to the quarterly reports were discussed.
● Upon the request of USAID, the WMI team worked in the preparation of quick and detailed concept
note on Jordan Dams, where a revised draft is submitted to USAID for feedback.
● Upon the request of JVA/Acting SG, Eng. Ali Subah, a report about the future and options of irrigation
water availability for the 14.5 km project in the Jordan Valley was prepared by WMI team, shared with
JVA officials and discussed in several meetings. Further discussion is required to agree and finalize the
report before sending it to the JVA/Acting SG.
1.3.4 Independent Regulator Developed and Supported (Target 3.4)
● This target is stopped upon the call of USAID until further notice.
1.3.5 Water Sector Strategic Communications, Advocacy, Gender, and Youth Supported (Target 3.5)
Intervention No. 3.5.6 Support Reformulating the Communication Functions within Water Utilities
● WMI is supporting MWI in applying recommendations to improve communications across the water
sector, including the use of digital marketing and social media, restructuring of communications units
at water entities and utilities, and cascading standardized information from MWI to the water sector
particularly during the COVID- 19 crisis. The intervention will comprise increasing the direct reach
of MWI/WAJ and Miyahuna Facebook Pages to 1.5 million, customer per post.
● WMI is developing a campaign to assist Miyahuna in promoting its e-services available on the utility’s
website. This will help social distancing as well as reducing traffic on national complaint number
117116.
● The WMI project delivered one iMac desktop computer for Miyahuna’s Communication Unit. The
disposition was completed on June 11, 2020.
● WMI agreed with MWI to conduct an office renovation for the MWI PR and Communication Division.
WMI agreed with the MWI/ASG for PR and Communication, Omar Salameh on the new office
drawing, SOW and detailed BOQ that were submitted for Home Office approval.
Intervention No. 3.5.7 Support the Implementation of Strategic Communications Priorities for the Water Sector
● The WMI team completed the programming of the Water Table Model’s software and room design.
The contractor will be ready to display the model at the agreed location within MWI / WAJ entrance
upon the completion of the renovation in that area.
● WMI launched the MWI National Water Conservation Campaign # حاجتك_قد_على (#Consume only
what you need) on June 22, 2020. The campaign used the social media pages of MWI and the water
utilities as the main platforms to launch the campaign, which will continue until July 06. The campaign
also received support from Orange as part of their CSR who shared the content of the campaign on
their social media platforms. Six local prominent social media influencers also supported the campaign
by sharing its messages.
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 10
● WMI awarded a contractor to create whiteboard animation videos to encourage the local
community’s participation in the protection of water resources. WMI team and WAJ Labs jointly
developed the story board of six behavioral messages that reflect the most common community
practices that might lead to water contamination.
● WMI hired a contractor to edit eight home videos recorded by Miyahuna’s staff to educate customers
on how to immediately fix water leaks. The produced videos will contribute to increasing public
knowledge about the best conservation practices that they can adopt and apply inside their homes.
● The WMI team is helping to brand the new ROU of YWC in Ajloun. The contractor’s offer to
brand the ROU is still under evaluation.
Intervention No. 3.5.8 Develop the Water Sector Gender Policy
● WMI shared the Arabic and English Gender Policy Summary to be posted on MWI website and to be
used in introducing the Gender Policy to the public.
● WMI is supporting the MWI Women Study Unit in posting the First Gender Policy in the Water
Sector on MWI website and disseminate it to all water entities and companies to initiate the
implementation of the Action Plan, which was part of the Gender Policy.
Intervention No. 3.5.9 Develop Gender Training
● Gender Training Needs Assessment which was developed jointly with MWI Women Study Unit was
shared, but due to COVID-19, no training was conducted.
● WMI is in the process of hiring a Gender Specialist to replace our Specialist who joined another
project. Once the hiring process is completed, the newly hired person will follow up with MWI on
the training.
1.4 COMPONENT 4: PROTECTION OF WATER SUPPLY
1.4.1 Groundwater Management Framework Developed (Target 4.1)
Intervention No. 4.1.7: Amend Bylaw and Develop Enforcement Mechanisms
● The draft-final version of the “Amend Groundwater Bylaw and Develop Enforcement Mechanism”
report that focuses on assessing the groundwater bylaw No. 85 of 2002 & amendment options, was
Figure 3: WAJ-7th and 8th floors after renovation works.
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 11
submitted to the MWI/WAJ legal directorate for final reviewing, and nothing received from their side
in this regard. This activity is considered completed and no further actions will be done from WMI
side.
Intervention No. 4.1.8: Options for Improved Groundwater Abstraction Management
Private Wells Management Unit Establishment:
During the reporting period, the following actions were conducted:
● Completed all the renovation works at WAJ 7th and 8th floors (Groundwater New Unit), including
providing new office furniture. Thus, a USAID visit for the location was conducted in June 2020, and
all the comments were addressed. In general, the feedback from all stakeholders is positive.
● WMI worked closely with MWI to support finalizing the decision to restructure the unit and include
new functions as proposed initially by WMI. The decision is expected to be issued in the next quarter.
Development of the e-Ground Water Management System (e-GWMS):
During the reporting period, and although COVID-19 quarantine and lockdown was a major challenge for
continuing the development of the Electronic Ground Water Management System (e-GWMS), WMI in
collaboration with MWI ICTU continued the development activities as per the planned schedule remotely.
Accordingly, the system will be live by September 2020 as planned. In this regard the following actions
were conducted:
● Several meetings were conducted with all potential users and managers to discuss business needs and
discuss system components.
● The Geo-Database model was deployed and submitted. However, since the development was
conducted step by step with the team the revision was conducted immediately.
● The design phase of the entire system and its
document was submitted to the team for final revision.
● The data deployment into the Geo-Database model was completed at the assigned server at WAJ.
● The business process for both Water Basins and Water Licensing was completed.
Figure 4: e-GWMS project implementation time frame Figure 5: e-GWMS Development Activities.
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 12
1.4.2 Wastewater Treatment Performance and Compliance Strengthened (Target 4.2)
Intervention No. 4.2.1 Improve Wastewater Treatment Performance
During the reported period, WMI completed the
following:
● During COVID-19 pandemic and lockdown, WMI has
continued providing the technical support for MWI,
especially regarding to Coronavirus and the
wastewater, though submitting the following:
– COVID-19 potentiality and prevention in the
water and wastewater sector in Jordan.
– Sewage surveillance for Novel Coronaviruses
which is a tool for warning, revealing true scale
and tracking the pandemic hotspots for efficient
isolation.
– Working jointly with all stakeholders to combat COVID-19 Pandemic.
– Concept on how to safely operate wastewater during the lockdown safely .
– Initiate and facilitate the purchasing of lab equipment for analyzing SARS-CoV-2 in the wastewater
for WAJ Central lab, which was funded by USAID.
● Continue implementing the power saving project at South Amman WWTP, thus, WMI in close
collaboration with MWI/WAJ and Miyahuna continued supervising the project implementation
through:
– Approving the fourth deliverable which related to supplying , delivering and installing pumps,
instruments, spare parts, and all required equipment.
● Prepare all the required documents to start implementing the One-megawatt Photovoltaic (PV)
electricity generation project, including the following documents which were delivered to WAJ:
– Concept paper for PV-BOT project.
– Instruction and Requirements for Proposal Preparation and Submission (IRPP).
– Technical information and specification.
– Power purchase agreement.
– Request for Submission of Expression of Interest.
Figure 6: Lab equipment for analyzing SARS-CoV-2 in the wastewater, for WAJ Central lab
1.4.3 Water Quality Management Improved (Target 4.3)
Intervention No. 4.3.1: Adopt World Health Organization (WHO) Water Safety Plan (WSP)
During the reporting period, WMI continued providing the technical support for the water safety planning
team in developing water safety plans and to build on previous efforts. The following were finalized:
● The water safety plan for Kufranja Dam/water treatment plant.
● The water safety plan for Ras Al-Ain spring.
This activity is completed and WMI will only do general technical follow up with MWI and WAJ.
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 13
1.4.4 Water Resources Management Improved (Target 4.4)
Intervention No. 4.4.1 Improve Water Resources and Supply Monitoring Systems
4.4.1.1 Develop WAJ Control Center
● Renovation & Expansion:
Due to COVID-19 situation and the country
lockdown, the project of upgrading MWI control
center was on hold, until receiving the MWI
permission to resume working in the site on April 20,
and although the contractor resumed working early,
there was a delay in procuring and importing some
materials and equipment from countries abroad.
Overall the following activities were completed:
– The Customer Service area (Zone A) with
furniture.
– The MWI entrance area (Zone A).
– The casting to close all windows in the control
center expanded area (Zone B).
– The plastering of SCADA new unit walls in
(Zone B).
– 50 % of cement board walls in (Zone B).
– 20 % of the electrical system in (Zone B).
– Submitting the fire system design to Jordan Civil Defense for reviewing and approval.
Figure 7: The completed Customer Service area.
Call Center Renovation & Expansion:
● During the last quarter, WMI did not only continue supporting Miyahuna to develop the call center
functions, but also provided the technical support for the call center to activate the complaints system
and empower the staff to work remotely from their homes during the lockdown as a result of COVID-
19 crisis. This helped expand the number of calls that could be received especially and improve
Figure 8: The Completed MWI Entrance
Figure 9: The Renovation Works at Zone B
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 14
communication with more
customers at the same time.
WMI provided Miyahuna with 15
laptops, 15 headsets, 15
enhanced Cisco licenses and 15
call recording systems.
● Moreover, several virtual
meetings have been conducted
among WMI staff, Miyahuna staff
and the major stakeholders to
apply the scheduled upgrading
action plan as much as possible,
in order to increase the system
capacity from 30 agents to 50
agents and renovate the center to accommodate the new agents,
thus the following were completed:
⮚ The offers for the IT and Telephone System upgrade RFQ were
received, evaluated and awarded. As per the vendor the delivery
date is expected to be on July 30.
⮚ The offers for Renovation & Expansion RFP to match the new
upgrade were received, evaluated and awarded. The awarded
contractor has submitted the first deliverable (detailed work plan)
and started work in the site on June 24. Based on the approved
schedule, the work is expected to be completed by July 15.
Management Dashboards:
● Through several virtual meetings with the MWI ICTU staff, the integration between X7 and Oracle
Business Intelligence Suite Enterprise Edition (OBIEE) have been resumed remotely, and an official
letter form MWI was issued to the utilities in order to move forward with the integration process
through the ICTU staff and WMI support.
● Accordingly, WMI’s IT developer have coordinated with Miyahuna to conduct the integration with
the water companies’ databases. Miyhuna’s database was built and is ready to be integrated with BI A
virtual meeting was conducted with YWC and AW’s IT managers to introduce the concept for them
and explain the next step.
● Based on the last conducted progress meeting, the utilities X7-KPI dashboards on MWI-ICTU-BI are
expected to be integrated with all utilities during the coming quarter.
4.4.1.2 SCADA Master Plan
● After finalizing and submitting the SCADA Strategic
Master Plan to the water sector, WMI has started
supporting the development of the new SCADA unit,
which will be at the upgraded MWI’s Control Centre.
Enabling the function of monitoring and reading from
different SCADAs and other systems at the Control
Centre will improve the monitoring operation of the
bulk water systems and allocation of resources among
different utilities.
Figure 10: Miyahuna Staff during handing over the 15 laptops (Photos by Miyhuna
Communiction Department)
Figure 11: Renovation works at the
Call Center
Figure 12: Design Layout for the SCADA New Unit at
the Control Center
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 15
4.4.1.3 Prepare Emergency Response Plans
● During the reporting period, and due to COVID-19 situation and the country lockdown it was not
possible to move forward with this activity as was planned, since it requires a lot of site visits and
water facilities’ verifications. Thus, instead of a general Emergency Response Plan, WMI has provided
the required support with this emergency pandemic situation through developing the “MWI Pandemic
Response Plan” (PRP), which is a high-level document for MWI that can be utilized to develop sector
level emergency response plan.
● Through an integrated teamwork, WMI in close collaboration with MWI and utilities has developed
and submitted PRP, which focuses on strategies to maintain the continuity of the water sector’s
essential functions and services, and procedures to protect the health and safety of its workforce.
● The plan presents a general framework divided into three main phases of action; immediate
emergency, business continuity and business recovery. The plan was reviewed by the USAID and other
stakeholders whose comments were addressed, and final version was produced and approved
accordingly.
Intervention No. 4.4.2 Updating Infrastructure National Master Plans (Water/Wastewater)
During the past quarter, WMI has conducted the following:
● The formal approval of the planning criteria technical memorandum has been received officially.
● A brief presentation about the activity progress has been conducted to the USAID.
● The national water system hydraulic model has been developed.
● The process diagram for most of the WWTP’s has been prepared.
● The team is working on the water and wastewater master plan reports.
● The water balance analysis has been finalized for four different scenarios.
● Facilities capacity analysis has been finalized.
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 16
2 INTERVENTIONS PLANNED FOR NEXT QUARTER
2.1 COMPONENT 1: WATER SUPPLY SYSTEMS
2.1.1 Zarqa Key Performance Indicators (KPIs) Improved (Target 1.1)
Intervention No. 1.1.4 Implement PIP Interventions to Operationalize an Activity-based Budgeting, Accounting, and
Financial Management System
● Work with Miyahuna and MWI on the possible approach to have Miyahuna continue the award
process and then signing the contract for the remaining part of phase I to be funded by FARA.
● Finalize the Neg Memo and obtain the required approvals for the award and then sign the contract
with the winning bidder.
● Kick off the project in early September 2020.
Intervention No. 1.1.7: Pre-feasibility Analysis and Implementation of Merger Zarqa and Madaba into Miyahuna
2.1.2 International Monetary Fund (IMF) Action Plan Supported (Target 1.2)
Intervention No. 1.2.2 Provide Secretariat Assistance to MWI in Implementing the Action Plan
● Continue supporting MWI in revising the plan if further revision is requested by the GoJ.
Intervention No. 1.2.4 Support implementation of NRW reduction strategies
● Finalize the procurement of the lockable valves and install them and the pressure loggers as well as
rehabilitate the PRV chamber.
● Develop the NRW baseline readings based on the current supply conditions.
● Connect the PRV, bulk meter and pressure loggers remotely to have real time data.
● Simulate continuous supply in the pilot.
● Show step by step results regarding the effect of each minor and major changes made to the network.
● Finalize and present the high-level action plan to higher management for approval.
● Agree on the way forward for conducing the certified NRW training and start it if possible.
● Finalize the NRW reduction master plan after reflecting WAJ’s final comments and develop the NRW
booklet.
● Work with FlowLess to implement their approach in NRW management alongside WMI pilot.
● As needed, provide advisory support to Miyahuna in the tendering process of NRW PBC.
Intervention No 1.2.7 Improve Financial Management, Determination of Cost and Subsidy of Services.
● Update the English presentation of the tariff restructuring based on the final approved tariff and
present it to donors as needed.
● Finalize the note on the evaluating the financial impact of the Coronavirus crisis on the water sector
resulted from the lockdown with different scenarios.
● Review the 2019 income statement and provide comments for future improvement.
● Update the cost recovery model and analysis based on 2019 financial statement.
Intervention No 1.2.8 Support IT and GIS Development
● Complete the business process verification and validation at YWC and AWC (Relying on the unified
and standardized business processes across the whole water sector’s entities through Miyahuna as a
role-model).
● Develop a Gap-Fit Analysis (GFA) Report that shows all types of gaps and discrepancies for all business
functions among all organizations for YWC and AWC.
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 17
● Complete Phase II of the Electronic Internal Memo System (e-Correspondence Management System)
at MWI and JVA.
● Start implementing the risk management plan for MWI Warehouses Directorate through the
automated system and data cleansing.
● Complete the IT DC technical recommendation study and present it to MWI ICTU.
● Complete the SISP and present it to the top management of the water sector.
● Finalize and present the Institutional GIS Strategy Concept for the Water Sector.
2.1.3 Yarmouk Financial and Customer Service Performance Improved (Target 1.3)
Intervention No. 1.3.3: Implement PIP Interventions to Reduce Administrative NRW Losses
● WMI will initiate the Ajloun Pilot during next quarter; from July to September 2020. Fieldworks will
begin on July 1, including the wastewater connections survey, customer water meter sealing and
replacement, water and wastewater applications archiving, billing and collection improvement, and so
on. Field monitoring will ensure that targets and planned thresholds are met and maintained, and
fieldworks progress smoothly. In addition, different technical assistance and capacity-building activities
will take place in coordination with YWC to ensure organizational effectiveness and sustainability of
the performance improvements achieved.
● For the communication system activity, the team will complete the foundational works of the
establishment phase, such as installation enclosures and cabling works, and mechanical completion and
installation of all equipment, including operational confirmation and pre-commissioning for equipment
and systems at the metering point site locations. The team hopes to complete all works and accept
all punch list items, tests and verifications, including the final report submission during October 2020.
Intervention No. 1.3.4: Implement PIP Interventions to Operationalize an Activity-Based Budgeting, Accounting,
and Financial Management System
● WMI will conduct training sessions for YWC key users of the ERP. These sessions will be taking place
during the months of August and September 2020 (50 working days), and will benefiting selected key
staff from the finance, procurement, human resources, and IT departments. Once the training courses
are completed, the trainees will be introduced to certification exams.
2.1.4 Southern Governorates Operational Performance Improved (Target 1.4)
Intervention No. 1.4.6 Improve Performance of Karak and Tafileh
● WMI to provide suggestion and advice to the committee to study the option of going with Contract
Management for Karak, Tafileh and Ma’an to be part of AW to form the Southern Water Utility.
Findings and recommendations to be presented to MWI Minister by August 2, 2020
2.2 COMPONENT 2: WATER CONSERVATION AND DEMAND MANAGEMENT
2.2.1 Utility Demand-Side Management Strengthened (Target 2.1)
Intervention No. 2.1.4 Improve capacity in demand side management
2.1.4.2 Establishing WDM unit at the water utilities
● Conduct meetings with Miyahuna to discuss the possibility to establish the unit under the current
circumstances and any other alternatives.
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 18
Intervention No. 2.1.5 Support Development and Enforcement
2.1.5.1 Technical Review of Technical Regulations
● Follow up on the preparations with MWI – WDMD.
2.1.5.4 Develop National Rainwater Harvesting Guides
● Print national rainwater harvesting guide.
● Handover printed guide to the MWI-WDMD.
● Commence rainwater harvesting guide training for the municipalities if MWI approved commencing
the training.
Intervention No. 2.1.6 Enhance and Promote Water Saving Technologies
2.1.6.4 Promote water saving technologies
● Finalizing Maana Amman report and submit it for review and approval to USAID and Miyahuna.
● Handing over the equipment to be utilized in Maana Aqaba campaign to AW.
● Design and prepare the social media platforms and promotional material.
● Deliver training for the Customer Service, Call Center and Maana plumbers.
● Official launch Maana Aqaba program.
2.2.2 Behavior Change Communication (BCC) Supported (Target 2.2)
Intervention No. 2.2.3 Implementation Progress of the Internship Program
● No activities, Internship Program will be completed.
Intervention No. 2.2.4 Develop Behavior Change Communication strategy using social marketing for the water
sector
● WMI will be awarding the implementation of a campaign aimed at promoting Miyahuna’s e-services.
2.3 COMPONENT 3: WATER SECTOR GOVERNANCE
2.3.1 Water Sector Policy Supported (Target 3.1)
Intervention No. 3.1.2 Support analysis and implementation of policy and institutional reforms
● Continue providing advisory and technical support to MWI to get the Water Law approved and the
future institutional arrangement for the water sector.
● Support MWI with the water sector reform and restructuring its water companies.
● Work with MWI on the establishment of the Water Advisory Council (WAC) including its mandate,
general framework and procedures manual.
2.3.2 Utility Assignment Agreements Developed/Modified (Target 3.2)
Intervention No. 3.2.3 Support Development and Implementation of Revised and/or New AAs.
● Follow up and provide advisory support to WAJ to move forward with approving the proposed
modifications on the AA and AoA for YWC by WAJ’s Board.
● Follow up with Miyahuna to purse the proposed amendments on the AA and AoAs.
2.3.3 Divestment of Irrigation Management to Water User Associations (WUAs) Supported (Target
3.3)
Intervention No. 3.3.8 Support Transfer of Functions to Regional WUAs
● Follow up the implementation processes of the JVA O&M Business Processes Automation Project.
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 19
● Finalize the RFPs and tendering process of telecommunication infrastructure service providers and
smart meters and control valves in the Smart Irrigation Water Distribution Pilot site in North Jordan
Valley and follow up the installation process.
● Continue support JVA with the implementation of the PFMRAF/Risk Mitigation Response Plan,
especially the development of new JVA organizational structure
● Continue working, in coordination with the JVA/WUAs administration and GIZ, to support the
establishment of regional WUAs throughout the Jordan Valley.
● Finalize the concept note on Jordan’s Dam and submit to USAID.
● Finalize the report about the future and options of irrigation water availability for the 14.5 km project
in the Jordan Valley and submit to JVA SG.
● Continue coordination with donors on related activities.
● Continue the technical and institutional support to JVA.
2.3.4 Independent Regulator Developed and Supported (Target 3.4)
● No planned work under this target until further notice by USAID.
2.3.5 Water Sector Strategic Communications, Advocacy, Gender, and Youth Supported (Target 3.5)
Intervention No. 3.5.6 Support Reformulating the Communication Functions within Water Utilities
● Continue to utilize the service of the social media through August 2020 to support the digital platforms
of MWI and other water utilities.
● Proceed with the renovation of MWI/WAJ PR and Communication Division upon obtaining Home
Office and USAID approval.
Intervention No. 3.5.7 Support the Implementation of Strategic Communications Priorities for the Water Sector
● Display the Water Table Model at the agreed location within MWI / WAJ entrance upon the
completion of the renovation at this location. Expected date is July 30, 2020.
● Continue implementation of the MWI National Water Conservation Campaign #حاجتك _قد_على
(#Consume only what you need) until July 06 and conduct the post evaluation survey to measure
impact.
● Obtain the MWI approval and complete whiteboard animation videos to address key behaviors that
lead to water contamination in two targeted springs’ locations (Al Tanour and Wadi Alsir).
● Complete the editing to home videos recorded by Miyahuna’s staff to educate customers on how to
immediately fix water leaks inside their homes.
● Implementation of the branding of the new ROU of YWC in Ajloun.
● Production of the Water Investment Booklet.
Intervention No. 3.5.8 Develop the Water Sector Gender Policy
● Support and advise MWI on the implementation of the Gender Action Plan – drafting activities to be
taken, agree on different KPIs, budget for those activities and set a monitoring and evaluation of the
different activities and KPIs.
● Coordinate with Ministry of Water and Irrigation (MWI) for a workshop to launch the Implementation
of the Gender Policy - this could take place end of September 2020.
Intervention No. 3.5.9 Develop Gender Training
● WMI will conduct training for the Gender Focal Points. Training will focus on introducing the approved
Gender Policy, implementation in the water sector, Gender Mainstreaming, Gender budgeting and
Gender M&E.
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 20
● Provide advice and support as needed to the Gender focal point to run trainings in their respective
utilities – to multiply the total number of trained females and total number of trained staff on the
project
2.4 COMPONENT 4: PROTECTION OF WATER SUPPLY
2.4.1 Groundwater Management Framework Developed (Target 4.1)
Intervention No. 4.1.8: Options for Improved Groundwater Abstraction Management
WMI will continue providing the technical support for the unit’s formulation and work operations for
“Private GW Wells Management unit” and e-Ground development. The support included, but not limited
to, is as follows:
• Complete deployment and customization phase.
• Start the training program of 21 days that includes about 9 programs all to cover the needs and
utilization of the system.
• Complete the first trial version of the system.
2.4.2 Wastewater Treatment Performance and Compliance Strengthened (Target 4.2)
Intervention No. 4.2.1 Improve Wastewater Treatment Performance
● Finalize the energy saving project in south Amman WWTP and handing over to Miyahuna
2.4.4 Water Resources Management Improved (Target 4.4)
Intervention No. 4.4.1 Improve Water Resources and Supply Monitoring Systems
4.4.1.1 Develop WAJ Control Center
● Continue supporting the implementation of the improvement plan including the following:
– Continue the implantation of the contractor work plan for the control center renovation and
expansion project.
– Continue the management dashboards development activity and automate the billing KPI through
the X7 integration between utilities (Miyahuna, YWC and AW).
– Continue the implementation of the contractor work plan for the national call center renovation.
– Deliver and install the procured call center’s system, facilities, and equipment of the IT, IP
telephony.
4.4.1.2 SCADA Master Plan
● Continue providing the technical support for MWI/WAJ SCADA’s standardization committee during
the SCADA integration process and SCADA new unit development by procuring all the required
hardware.
Intervention No. 4.4.2 Updating Infrastructure National Master Plans (Water/Wastewater)
During the coming quarter the following tasks will be completed:
● Proposing systems improvements.
● Prioritization of improvements.
● Finalizing the water and wastewater master plan reports.
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 21
3 PROJECT MANAGEMENT
2.5 DONOR COORDINATION
Due to COVID- 19, WMI attended occasional meetings with different donor agencies and implementing
partners, including USAID, KFW, AFD, EU and GIZ.
Coordination meetings with MWI team continued virtually with regards to WMI supporting the draft of
the new Water Law, water reform committees on the water sector restructuring options and provided
advisory support for merging WAJ with MWI.
During May and June 2020, WMI had several coordinating and technical meeting with donors including
USAID, AFD, EU and KFW to discuss the financial impact of lockdown due to COVID- 19.
In the same context, WMI team had several virtual meetings and later face to face meetings with the MWI
team to discuss and support the preparation of the Emergency Pandemic Response Plan aiming at ensuring
water sector operations are sustained during the pandemic situation in Jordan.
Several coordination meetings were conducted with GIZ and JVA teams to review, discuss and agree on
the legal options available to address critical issues in the AA such as employees, assets and spare parts
and the draft AA prepared by the GIZ/Legal Advisor. More coordination meetings will continue.
WMI team participated in three FARA progress meetings with MESC II project and JVA teams. In these
meetings, the PFMRAF/Risk Mitigation Response Plan and the RFP for consultation activity in addition to
the quarterly reports were discussed. WMI team will continue the process of supporting JVA in
implementing the risk mitigation plan especially the JVA New Organizational Structure.
WMI through TAG Subcontractor kicked off the business process standardization and validation at YWC.
The meeting took place on June 2, 2020 under the supervision of HE YWC GM, where a meetings’
schedule was prepared with all business functions’ heads in line with the IT Director oversight. This activity
covered the Financial Directorate and started with the Customer Services and Human Resources
Directorates.
Another jointly coordination meeting with GIZ and YWC GM was conducted in Irbid on June 25, 2020
to present the Jerash & Ajloun Pilot initial results and the initial results of GIZ in other ROUs.
During the reporting period, and with COVID- 19 quarantine and lockdown, virtual meetings continued
the development of the Electronic Ground Water Management System (e-GWMS) with WMI
collaborating with MWI ICTU.
2.6 MONITORING, EVALUATION AND LEARNING
3.2.1 Activity Monitoring, Evaluation and Learning Plan (AMELP) Update
● WMI MEL team is conducting quarterly meetings with the team leaders and members to capture
updates and progress toward achieving targets. The performance indicators tracking table (PITT)
Annex III shows the indicators’ baseline, yearly targets, yearly results and narrative updates.
3.2.2 Building External Monitoring and Evaluation Capacity
● Due to COVID- 19, all trainings including the M&E training module, a specialized training program to
enhance women capacity in the water sector, was put on hold.
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 22
3.2.3 Internship Program evaluation
● Internship Program Evaluation will be completed, once the last intern finishes her internship with the
project in August 2020.
3.2.3 TraiNet reporting
● WMI is recording all the conducted quarterly training via new system (TEAMS) replacing TraiNet
USAID website, during Q3 FY2020
● WMI submitted 16 educational events, reaching out to 152 people (86 male and 66 female), the details
are in Annex IV
3.2.4 DevResults and GIS Reporting
● WMI will submit the quarterly indicator regarding the number of people educated (CCAO1) and
number of women and girls benefiting from USG services (2.2.4) for Q2 FY2020 on DevResults
database once the notification received from the Monitoring and Evaluation Support Project (MESP)
and the site is open for submitting updates.
● In addition, the training data values with GPS coordinates will be submitted to the USAID Jordan GIS
system.
2.7 YOUTH, GENDER, AND VULNERABLE POPULATIONS
● WMI continued managing the Internship Program, which focuses on youth fresh university graduates
and provides on-the- job training opportunities to work in their desired field.
● WMI trained 94 interns, in all fields covering all water sector (59% are females).
● The Gender Policy that was developed by WMI with a full coordination and participatory approach
by MWI Women Study Unit and staff was approved by USAID. The developed Gender policy is the
first in the water sector and is posted on MWI website.
● The policy aims at strengthening the operational framework of the water sector to promote gender
equality, gender mainstreaming in its internal systems and processes as well as development programs.
● WMI developed and shared a summary booklet in both languages to be distributed by the Ministry.
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 23
ANNEX I: COVID-19 IMPACT ON WMI ACTIVITIES
CURRENT STATUS IN JORDAN
As of this writing in early July 2020, the Coronavirus is spreading around the globe, the Government of
Jordan (GOJ) reacted quickly with decisive actions in recent weeks. GOJ declared a state of emergency /
National Defense Law on March 20, 2020, closed all international borders, and placed restrictions on
domestic travel including daily curfews for citizens. ‘Stay at home’ orders were issued Kingdom-wide,
and only essential commercial entities like grocery stores and petrol stations remain open, with limited
working hours.
Recently towards the end of May 2020, the GOJ eased the restriction and allowed certain sectors to open
as well as return to work with stick application of health and safety procedures (Masks and gloves) as well
as social distancing, starting with 30 % of office occupation and increased up to 70 %.
Later in beginning of June 2020, the GOJ started using the Color-Coded Risk Assessment. The goal of this
reopening plan is to methodically allow businesses, services, and activities to resume, while avoiding a
resurgence of COVIS- 19 that could overwhelm our healthcare system and erase the progress we’ve made
so far.
Table 5: GOJ Color Coded Risk Assessment
Critical Risk
High Risk
Medium Risk
Moderate Risk (Current Level)
Low Risk
“New Normal”
Each phase will last a minimum of 1 to 2 weeks and could last longer before moving to the next phase.
The government partnered with industries to draft Sector-Specific Protocols in advance of future phases.
The Pandemic color where we stand now is blue (Moderate Risk).
In order to maintain WMI project operations while ensuring the safety of our staff and compliance with
Government of Jordan (GOJ) orders, Tetra Tech is implementing contingency measures as summarized
in Annex I Work related travel is now allowed for all sectors and in all Governorates.
Operations
● Both of WMI’s expatriates (Chief of Party [COP] and Deputy Chief of Party [DCOP]) are remaining
in-country
● All WMI staff have the option of either coming to the office on reagreed upon dates and groups or
telework and have access to critical electronic files. See Updated WMI Reopening / back to work
guidelines – Annex II
● All five WMI offices (main office and annex in Amman at Wadi Saqra, 2offices at the Ministry of Water
and Irrigation [MWI], and one in Irbid) are partially opened for business with 30% occupancy, following
WMI Reopening / back to work guidelines
● During the initial weeks of the crisis, the COP provided the COR with daily written updates of our
operational and technical response actions via email as we worked through the transition to remote
work and adjusted our activities. This practice of regular updates continues, including both written
and verbal communications, albeit now on as-needed basis.
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 24
● Regular weekly staff meetings and component and functional team meetings are continuing via
videoconferencing software tools and phone calls
Activities
● Tetra Tech is working closely with USAID, our partners, and beneficiaries to adjust program
interventions to ensure achievement of our objectives and results while addressing newly emerging
critical priorities, and without sacrificing the health and safety of our staff, partners and beneficiaries.
In tandem with USAID, WMI is modifying its approach to some interventions to allow them to
proceed remotely, putting some interventions on hold, and adding new interventions to directly
support our beneficiaries with critical emergency response actions.
● WMI developed a summary matrix of all project interventions which denotes the expected impact of
COVID-19 on each sub-intervention (either no disruption, moderate disruption, or postponed/on
hold). This matrix is shared and reviewed regularly with USAID (see Annex II)
● WMI continues to engage its counterparts at the MWI, GOJ, utilities, other donors, and other
stakeholders as needed via videoconferencing, email, and phone calls and recently face to face meeting.
All Health and Safety precautions were considered.
● Activities on hold include those requiring in-person training and events. In order to maintain WMI
project operations while ensuring the safety of our staff and compliance with Government of Jordan
(GOJ) orders, Tetra Tech is implementing contingency measures as summarized in Annex II. Work
related travel is now allowed for all sectors and in all Governorates.
● WMI developed a Return to Work Guidelines for all 5 project offices and was put in effect as of May
26, 2020 as part of adopting a phased approach for returning to offices. This procedure is based on
the Returning back to work GOJ instructions and Tetra Tech guidelines for returning back to work.
WMI will be limiting the number of staff returning to the office. Phase 1 will allow up to 30% of our
staff to return.
● This policy as well as the 30 % occupancy shall apply to all WMI offices to include main office
Wadi Saqra (max. 14 staff), sub office at Wadi Saqra (max. 5 Staff), Irbid Office (max. 3 Staff) as well
as our 2 offices at MWI – small office (max. 1 Staff), while meeting room (max. 2 Staff). This guideline
was shared with USAID (see Annex III)
CURRENT STATUS AT THE TETRA TECH HOME OFFICE
The Tetra Tech Home Office staff supporting WMI have similarly transitioned to 100% remote work. The
COVID-19 pandemic response is the top priority and all home office staff are focused on providing
support to our in-country teams and partners. Following Federal and State government guidance, home
office staff are working remotely and personally practicing social distancing. Tetra Tech’s systems are easily
adaptable to a remote workforce and project teams have been able to seamlessly continue to manage and
support their programs. The Project Management Teams are in constant contact with the field teams to
respond to their needs.
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ANNEX II: MATRIX - COVID-19 IMPACT ON WMI
PROJECT
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ANNEX III: WMI RETURN TO OFFICE PLAN - GUIDELINES
WMI Return to Office Plan – Phase 1
As Jordan prepares to lift the Stay at Home Advisory, effective May 26, 2020, WMI will adopt a phased
approach for returning to our offices. This procedure is based on the GOJ instructions (attached - Annex
I) and Tetra Tech guidelines for returning to work. We will be limiting the number of staff returning to
the office, under Phase 1 only up to 30% . This shall apply to all WMI offices to include our main
office (max. 14 staff), sub office in Amman (max. 5 Staff), Irbid Office (max. 3 Staff) as well as our 2 offices
at MWI – small office (max. 1 Staff), while meeting room (max. 2 Staff). ALL staff must abide by these
guidelines. Failing to do so, staff will not be allowed to work from WMI offices.
Week 1, May 31st - June 4th – Office access will be limited to the 2 staff from each team, 2 staff from
the F&A team, 1 from Management team. Management will provide updates on Friday May 29 regarding
the return phasing plan. We shall continue implementing our plan unless the GOJ announces new
guidelines which might require us to changes ours.
May 31st until further notice – Since more than 14 employees have expressed interest in returning
to the office for at least a couple of days per week, we therefore shall apply a staggered schedule (see
page 5). The plan is to have approximately 50% of the employees come in Sunday - Tuesday and the
other half come on Monday – Wednesday. Thursday will be a mandatory telework/ work from home day
for all staff.
Please note that these are the days where you are allowed to be in the office, if you choose to not go to
the office and telework on that day, you must coordinate with your TL/ Supervisor. If you desire to
come into the office on another day other that your scheduled day, you must seek approval from your
Tl/ Supervisor and management (COP/DCOP/DFA). If you would like to switch days, please coordinate
with your TL/ Supervisor and Management (COP/DCOP/DFA), so we can ensure that we do not exceed
the 30% staff occupancy. Staff with exceptional medical conditions may continue to telework from home,
same applies to staff who have kids at home.
Office Health and Safety Measures
Personal Protective Equipment (PPE) - Daily disposable face masks and non-latex gloves will be
available at the office entrance. Face masks must be worn in common areas, outside of your cubicle or
office (aisles, kitchen, toilets, meeting rooms etc.).
Wearing gloves is a personal choice, employees may wear their personal face masks if they choose to
bring their own.
While in the office employees are expected to:
● On daily basis, employees are required to sign into the logbook at the entrance.
● ALL staff are required to use their ACCESS CARD to enter the office, do not enter at the same time
with your colleague.
● Staff will be split into teams with alternate days working from home, implementing staggered work
hours, etc.
Please familiarize yourself on the proper use of face masks and gloves by reviewing the following
brief videos:
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 30
Face mask use: https://www.youtube.com/watch?v=JwPWdkbyizw&feature=youtu.be
Glove use:
https://www.bing.com/videos/search?q=how+to+don+and+doff+nitrile+gloves+youtube&&view=det
ail&mid=5DDB441FA9FEC0D3D42B5DDB441FA9FEC0D3D42B&&FORM=VDRVRVQ
● Each team will remain fixed so that if contact is unavoidable, this occurs between the same
individuals.
● Standard processes will be scheduled so that only one team needs to be in the office to complete a
task at a given time.
● Practice healthy personal hygiene:
– Wash hands constantly with soap and water for at least 20 seconds. Use an alcohol-based hand
sanitizer if soap and water are not available
– Cover your nose and mouth with a tissue or your sleeve. when you cough and sneeze. Do not
use your hands, and immediately dispose of the tissue and wash your hands.
– Do not touch your eyes, nose, or mouth unless your hands are clean.
– Keep your work environment clean by cleaning and disinfecting your office daily: keyboard,
phone, desk, doorknobs, etc. (Attached - Annex II – Procedure for cleaning computers &
electronic equipment).
● Maintain social (physical) distance: Create more personal space.
– Keep a minimum of 2 meters between you and others.
● Office guests are allowed in the office if they are invited, the invitation must be pre-approved by
office management. Guests will be required to wear a face mask all the times while in our office.
If you are sick, please stay home, or if you become sick, go home and notify your supervisor as soon as
possible. Please refer to the chart on the following page for guidance on monitoring symptoms when you
feel sick.
Meeting Rooms:
• The main meeting room as well as the COP’s meeting room will be available for use with limitations
to the number of people allowed in each room. Maximum Occupancy Signs will be posted outside
each meeting room. Kindly coordinate with the Admin. team for booking.
• Sanitizing cleaning wipes have been provided in each meeting room. Employees using meeting rooms
must wipe tables, audio equipment etc. before and after using the room.
Common Areas:
The following modifications will be applied on common areas:
• Employees will need have their meals in their respective workspace or outdoor (balconies).
• The kitchen will also have limited occupancy of one person at a time and we recommend that you
pack a cooler to store your lunch in lieu of using the refrigerators.
• There be will limited access to the Balcony – maximum two persons at a time.
• Toilets will as usual have the liquid soap dispensers and disposable paper towels.
• Hand sanitizing stations have been installed at each office entrance as well as the kitchen and toilets.
• Common areas that are constantly used and touched will also be sanitized 4 times daily throughout
the office by the office cleaner.
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 31
Vehicles and Public Transportation
● Do not share a ride in a vehicle with someone who has or suspect to have COVID-19 symptoms.
The virus can spread by sharing air space or touching surfaces if an infected person has come in
contact with. Reports show that the virus can stay on surfaces found in cars for days.
● Wear disposable gloves use soap-based wipes to clean vehicle surfaces prior to wiping down surfaces
with a disinfectant. This removes grease and dirt allowing you to effectively sanitize.
● Minimize crowding in vehicles.
● Clean and sanitize vehicles after every trip.
● Keep sanitizing wipes/cleaner in each vehicle to regularly clean vehicle surfaces and use during all
trips.
● Driver and passengers must wash their hands for at least 20 seconds (or use hand sanitizer with at
least 60% alcohol) before entering a vehicle.
● Driver and all passengers should wear face masks/ covers.
● Ensure all passengers exercise these same precautionary measures.
Top 12 frequently touched vehicle surfaces to pay special attention to:
• Exterior and interior door handles
• Steering wheel
• Power ignition button, window switches, radio, GPS, other buttons & dials
• Gear shift
• Seat belts & seat belt buckles
• Car seats & booster seats
• Air vents
• Cup holders
• Grab handles
• Headrests
• Seat pockets
Use a disinfecting wipe when touching surfaces such as:
• Gas pumps & keypads
• Vehicle fuel door & cap
• Parking meters & tollbooths
• Drive through ATMS & other touch screens
• Keep a pen in your vehicle to use at banks, pharmacies, etc. or sanitize the “community pen” if
you must use it.
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 32
Example Proposed on How to do Attendance and Rotation:
● Only 2 employees from each team may be allowed in the office at the same time. Team leaders are
requested to work with their teams on applying this and alternate with their staff on different days.
● Only one (COP or DCOP) will be available and alternate attendance on daily basis.
● Only 2 staff from Admin and Finance team to be at the office at the same time. F&A Director to
schedule team staff working schedule following the above-mentioned numbers.
● Only 1 driver will be available based on Odd & Even car plate numbers.
Keep social distancing of at least 2 meters apart talking or working.
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 33
The staggered Phase 1 schedule and list of employees is listed below:
Main office Wadi Saqra (max. 14 staff) - Propose to be updated by Team Leaders
Start Week Sunday Monday Tuesday Wednesday Thursday
Week 1 -
May 31st-June 4th,
2020
Jose, Satany, Ghada,
Saddam, Maha, Ghada Q,
Abdallah A, Hiba, Tamer,
Sami, One Driver Zaid
George, Ala’a, Nisrine,
Ghada S, Rasha, Luba,
Ahmed AH, Mohammed Sh,
One Driver Khaled
Jose, Satany, Ghada, Saddam,
Maha, Ghada Q, Abdallah A,
Hiba, Tamer, Sami, One
Driver Zaid
George, Ala’a, Nisrine,
Ghada S, Rasha, Luba,
Ahmed AH, Mohammed Sh,
One Driver Khaled
Teleworking from Home
June 7th until
further notice
Jose, Satany, Ghada,
Saddam, Maha, Ghada Q,
Abdallah A, Hiba, Tamer,
Sami, One Driver Zaid
George, Ala’a, Nisrine,
Ghada S, Rasha, Luba,
Ahmed AH, Mohammed Sh,
One Driver Khaled
Jose, Satany, Ghada, Saddam,
Maha, Ghada Q, Abdallah A,
Hiba, Tamer, Sami, One
Driver Zaid
George, Ala’a, Nisrine,
Ghada S, Rasha, Luba,
Ahmed AH, Mohammed
Sh, One Driver Khaled
Teleworking from Home
Sub office at Wadi Saqra (max. 5 Staff) - Propose to be updated by Team Leaders
Start Week Sunday Monday Tuesday Wednesday Thursday
Week 1 -
May 31st-June 4th,
2020
Imad, Ahmed, Maha, Sofian,
Eyad, Abd Al Razak
Mohammad M, Eyad, Issa Imad, Ahmed, Maha, Sofian,
Eyad, Abd Al Razak
Mohammad M, Eyad, Issa Teleworking from Home
June 7th until further
notice
Imad, Ahmed, Maha, Sofian,
Eyad, Abd Al Razak
Mohammad M, Eyad, Issa Imad, Ahmed, Maha, Sofian,
Eyad, Abd Al Razak
Mohammad M, Eyad, Issa Teleworking from Home
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 34
Irbid Office (max. 3 Staff) - Propose to be updated by Team Leaders
Start Week Sunday Monday Tuesday Wednesday Thursday
Week 1 -
May 31st-June 4th,
2020
Malek, Haya Ahmed H, Ass’ad, Ahmed Q,
Ahmed H (to be in YWC
HQ office) Malek and Haya
Malek, Haya Ahmed H, Ass’ad, Ahmed Q,
Ahmed H (to be in YWC
HQ office) Malek and Haya
Ahmed H, Ass’ad, Ahmed Q,
Ahmed H (to be in YWC
HQ office) Malek and Haya
June 7th until further
notice
Malek, Haya Ahmed H, Ass’ad, Ahmed Q,
Ahmed H (to be in YWC
HQ office) Malek and Haya
Malek, Haya Ahmed H, Ass’ad, Ahmed Q,
Ahmed H (to be in YWC
HQ office) Malek and Haya
Ahmed H, Ass’ad, Ahmed Q,
Ahmed H (to be in YWC
HQ office) Malek and Haya
Irbid Office to have an exception to read: Only 2 WMI staff (Malek and Haya) will be attending for 5
working day – Sunday thru Thursday, in addition to the cleaning lady)
Office at MWI – Small office (max. 1 Staff) - Propose to be updated by Team Leaders
Start Week Sunday Monday Tuesday Wednesday Thursday
Week 1 -
May 31st-June 4th,
2020
Saqer, Mohammed S, Qais Saqer, Mohammed S, Qais Teleworking from Home
June 7th until further
notice
Saqer, Mohammed S, Qais Saqer, Mohammed S, Qais Teleworking from Home
Office at MWI – Meeting room (max. 2 Staff) - Propose to be updated by Team Leaders
Start Week Sunday Monday Tuesday Wednesday Thursday
Week 1 -
May 31st-June 4th,
2020
TBD Bashar, TBD Bashar, Teleworking from Home
June 7th until further
notice
TBD Bashar, TBD Bashar, Teleworking from Home
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 35
Attachment I – Returning to work GOJ instructions – Basic guidelines for government
departments
Basic guidelines for government departments
To draw a roadmap for returning to work after
the Corona pandemic
Prepared By Civil Service Bureau in cooperation with the Department of Institutional
Performance and Policies Development Directorate/Prime Ministry and the
Institute of Public Administration, with support of the EU-funded Program
Support for Improvement in Governance and Management (Sigma)
2
Table of Contents
Introduction
Section 1: Policies and General Consideration to Plan & Activate Return to Work
First: General Pillars
Second: Why each directorate must develop its own Return to Work Plan
(Roadmap)?
Third: General Consideration to be observed while activating the work in worksites.
Section 2: General Instructions to Prepare and Implement the Return to Work Plan
Step One: Develop Action Plan
1. Count and Evaluate the tasks/services and identify the priorities of activation
2. Develop Services and Operations Activation Plan
3. Identify the Work Mechanism for each job (remotely or in the site)
4. Select the Nominated Employees to Work in Site
Step Two: Prepare and qualify the workplace before the start date of work (preventive measures
3
The service recipient and stakeholders
Employees of competent directorate
Premises, furniture and facilities
Step Three: Prepare and implement the communication plan
a. Communication with service recipients and targeted groups
b. Communication with employees
Step Four: Implement the action plan and monitor it
1. Approve the Return to Work Plan
2. Monitoring, Evaluation and document the lessons learned
4
Introduction
5
This document provides ministries, government departments and institutions with a set of basic guidelines that
enable them to develop a roadmap for gradual re-activation of work after the Stay Home Lockdown holiday.
It aims at maintaining the health and safety of the employees, service recipients and stakeholders, noting that
the public health supersedes any other consideration. In addition, it aims at maintaining the sustainability of
government work and the provision of its efficient services to service recipients; especially for the economic
activities that are only authorized to operate after lifting the lockdown.
This document has been prepared to serve as a guide for government departments and institutions and to
provide advice on how to deal with the first days of return to work after the Corona pandemic. The Civil
Service Bureau prepared this document in cooperation with the Institute of Public Administration and
Institutional Performance and Policy Development Directorate at the Prime Ministry, experts and specialists
from EU-funded SIGMA project. All the mentioned worked on reviewing the literature related to tackling such
catastrophes, the specifications of professional health and safety and the best practices. These instructions help
each department to prepare their own plan for the gradual return of work and the service continuity after the
Corona Pandemic.
These guidelines help departments to develop plans and measures. However, the success of any department
in its endeavors to return to work requires the commitment of senior management in supporting, supervising
and following-up these efforts. Also, to push for the optimal use of available resources or their wise distribution
to continue in the minimum necessary tasks that enable the department to provide its services to customers.
In addition to the joint coordination between the various departments including the Prime Ministry, the Crisis
Cell at the Crisis Management Center, Jordanian-Armed Forces – Arab Army – and the security agencies to
be able to provide services for recipients in an atmosphere of reassurance and stability.
May God grant us success in the Hashemite Kingdom of Jordan, and that security and safety prevail throughout all humanity
• The return must start at a very limited level and expand gradually, whether at the level of the government department’s or at
the level of specific geographical area ( governorates). Then, it can start at the level of the organizational units within the same
directorate, thus, the employees serving in the same organizational un it can return to work gradually based on the
considerations that will be clearly identified in this manual.
• The most important factor to succeed is the coordination between all the government departments. This coordination shall
ensure the integration between the services provided and maintaining the supply chain of a specific service (in other words,
continuous and integrated services).
• The protection of the employee, s ervice recipient and stakeholder supersede any other considerations.
• Extraordinary administrative procedures that commensurate with the extraordinary situation. The higher management shall
abandon the management style adopted in the normal situations a nd be more creative in the management, redistribution and
use of available resources; including the Human Resources.
• Considering the specificities of different directorates while preparing and implementing Return to Work Plans listed in this
document. Hence, each directorate shall prepare specific plans that go in line with the nature of their tasks and operational
needs.
• Focusing on reactivating the work in the tasks and activities necessary for the provision of economic services authorized to do
their business during the different stages of lifting lockdown, in addition to the services that are related to our day-to day life
(birth, death and marriage …)
6
First: General Pillars:
First Section: General Policies and Considerations to plan for and activate return to work
Continue the work, in a manner that does not impact the quality of the service and
The efficiency of service delivery, Based on the following:
Consider Priorities in identifying
And activating services
Provide (proactive) future
services to investors Activate e-services to the
fullest
Activate e-services partially
(receiving applications &
responding) for unautomated
services
7
Provide some services through
vehicles or delivery services
especially for the vulnerable
recipients
Activate & facilitate
e-payment processes & channels
Extend the expiry of licenses,
cards & documents and activate
automated renewal based on the
risk
Give appointments for services that
require so
Second: Why each directorate must develop its own roadmap (plan) to
return to work?
After the decrement of the Corona Pandemic, the ministries, institutions and government departments will be required to re
operate gradually, until they reactivate all the tasks and services they normally conduct. This requires each directorate to
prepare a roadmap (plan) for their return to work, in order to achieve the following objectives:
- Ensuring the safety of their employees, service recipients and stakeholders.
- The continuity of the tasks and main services\important in the Ministries, institutions and government departments.
- Providing the necessary assets for the provision of services and the supply chain required for the continuation of
important tasks.
- Providing procedures for dealing with the risks of the crisis in a well-planned and controllable manner.
8
Each directorate must identify the requirements that shall be provided in order to return to work, to prepare a roadmap
(plan) and to train employees on its application. This shall sustain the provision of the necessary services and the basic
functions gradually. At the same time, the directorate must continue to monitor the implementation of the roadmap, its
revision and continuous development. It shall also search for opportunities and lessons learned from the experience to deal
effectively with disasters.
Employees
Identified in the
selection process
who conducted
task\ services of
priority. In
addition to
employees from
the supportive
jobs.
1st
Group
Employees
Identified in the
selection process
who conducted
tasks\services of
second priority. In
addition to
employees from
the supportive
jobs
2nd
Group
Employees
Identified in the
selection process
who conducted
tasks\services of
third priority. In
addition to
employees from
the supportive
jobs
3rd
Group
T hi r d : Ge ne ra l con s i de r at io ns to be o bse rve d wh en ac t i v at ing th e w o rk at the s i te
1. Employees shall go back to work gradually, as follows. Considering the Percentages of employees determined by
the decisions of the Council of Ministers:
Note: preceding to the attendance of employees in the workplace, the high management in addition to the operations team
and the general safety supervisor, must make sure that all the equipment of the work environment are ready, according to
the item concerned with (qualifying the work environment), provided that all of them shall have passed the stage of
employees’ selection referred to later in the document. One employee or more who are familiar with the contents of this
guide shall receive each group and explain the safety guidelines and procedures to them, under the supervision of the public
safety supervisor.
9
10
2. Strict compliance with the instructions issued by
the MoH & the competent authorities, including
handshaking, compliance with social distancing , and
wearing masks and gloves
3. Supervise the daily sterilization processes, one hour &
half before the sign in time. In addition to the daily checkups
4. Minimize meetings that require social closeness
and replace them by electronic and digital means of
communication. If a meeting is urgent, the number
of attendees shall be minimized, and spaces kept.
5. Strict compliance with the instructions and guidelines issued
by the Ministry of Awqaf &, Islamic Affairs and Holy Places
regarding the performance of the prayers in the workplace
6. Limit the use of papers and replace them by electronic means 7. Keep the attendance sheet of employees and submit it on
daily bases to competent authorities
8. The cafeterias of the government departments shall remain closed 9. make sure that the control systems (cameras) are operating properly and keep the records to get back to them when necessary
11
10. get rid of waste directly and safely, using the guidelines issued by the
competent authorities
11. The food, drinks and tools shall not be shared. It is preferable that each
employee gets his stuff from home.
12. not to use ACs and use fresh air instead
.
13. Minimizing the number of per same car as much as possible
14. not to sit or use others’ offices 15. one car shall be designated per one driver. If designated to
another driver, it shall be sterilized thoroughly
16. Designate a specific place or customers & prohibit
them from entering the facilities or internal offices. 17. avoid contacting customers unless required and according to the
controls and instructions issued by MoH
12
18. Limit the use of paper money and replace it with e-payment methods
and channels. Activate e-wallets & implement promotional and awareness
campaigns for the e-payment usage
19. Identify specific hours to receive customers.
20. Control the entrance of the premises and hang the entry 21. Provide awareness messages to employees & customers to protocols (measure temperature if possible, use of gloves and face inform them of the preventive & safety measures taken by the masks) directorate and urging them to apply it
13
Second Part: General Guidelines for the preparation and implementation of the Return
to Work Pan
services and fulfilling fundamental tasks gradually in the directorates after the
interruption that took place due to the shutdown of Ministries, government
departments and institutions and public commissions. The series of procedures and
preventive decisions have been issued based on the Defense Law which was
activated in order to protect citizens, to maintain their health and to limit the
transmission of the Novel Corona Virus Pandemic\COVID 19. Hence, in light of
the importance of continuing the observation of preventive measures on one hand,
and the interruption of the services and main tasks of directorates during the Stay
Home Lockdown on the other hand; the direct reoperation of services and main
tasks of directorates as before the crisis, became an impossible mission
The Return to Work Plan is a document that reflects the mechanism for providing
The Return to Work Plan demonstrates the main procedures
and tasks that shall be observed in an easy and brief form.
However, it does not include how to implement these
procedures as it is a requirement for directorates to have the
flexibility to implement procedures in such circumstances;
especially that they might be changed in light of the decisions
taken at a political level in the Kingdome. Noting that all
decisions are taken according to the situation of the pandemic.
14
There are four steps to build a Return to Work Plan and to follow up its
implementation as clarified in the following table:
Step Objective Responsibilities
Step One: Develop the Return to Work Plan
1. Count and evaluate tasks and
services & identify the activation Priorities
- Identify the services and
operations based on
priority and time stages.
- Draw a roadmap for the
activation of services
based on a timeframe that
includes different time
stages for the activation
and its requirements
The team responsible for the Return to
Work Plan in the directorate, along with:
- The persons in charge of the
organizational units concerned with
basic services of priority
- The person in charge of the
institutional development unit
- The person in charge of HR unit.
- The person in charge of the
organizational unit concerned with
administrative affairs.
- The person in charge of
Communications and Media Unit
2. Develop the Activation of Services
and Operations Plan
3. Identify the work mechanism for each
job (whether from home of offices)
4. Select the nominated employees
Step two: prepare and qualify the worksites before the start date (preventive measures)
1. Service recipients and stakeholders Prepare the sites using all preventive and safety measures before the gradual return to work
- The operational team responsible for
the implementation of the plan
- General safety supervisor 2. Working human resources
15
Step Three: Prepare and Implement the Communication Plan
1. Communicate with service Inform service recipient and The person in charge of communication & media unit in recipient and beneficiaries employees of the details of returning coordination with:
to work
2. Communicate - Mangers of organizational units’ person in charge of HR
with - The person in charge of employees communication & media unit.
Step Four: Implement and follow up the action plan
1.
2.
Approve the plan and monitor
its implementation
Review, follow up and evaluation
of lesson learned
▪ Approve the plan by the
planning and coordination
committee to ensure
compliance with it and to
circulate it
- Planning, coordination & monitoring committee
in the Directorate
- Management team of the return to Work Plan Operations teams to implement the plan
▪ Follow on the progress of
the plan and improve it
whenever necessary
.
16
Step One: Develop the Return to Work Plan
This stage shall be totally fulfilled before employees return to work. It shall be done by the team responsible for the
management of Return to Work Plan in the Directorate, with the support and coordination of the directors of
organizational units and the employees of institutional development, HR and Media Units.
1. Count and evaluate the tasks/services and identify the priorities of reoperation:
• The team responsible for the management of Return to Work Plan in the directorate shall study the main operations
and count the main tasks and services provided by the directorate. The team shall also categorize and evaluate the main
services based on the level of impact of interruption\the continuation of interruption of these operations or services on
each of the following:
- Citizens and service recipients
- Economic activities authorized to work in the different stages and whether the basic task or service is urgent to be
activated or organized for the operations of the economic activities authorized to work in the different stages of lifting
the lockdown.
- Provide basic services by other directorates and whether the service or task is linked or complementary to a basic or
urgent service in the specific stage for other government directorates.
- The strategic plans of the Directorate. • Evaluate the degree of impact of operations’ or services’ interruption on a scale from 1 to 3, and identify the priorities,
as follows:
- High impact – use number 3
- Medium impact or not in this stage – use number 2
- Secondary or very low impact – use number 1
17
• In light of the results of the evaluation of the degree of impact of operations’ or services’ interruption above, the
operations a nd services are organized and classified in groups based on priority:
• Group (A) it is the group of services\tasks that are “highly” nominated to get activated immediately on return to work.
They f orm priority no. (1) and scored an impact degree of (9-12)
• Group (B) it is the group of services\tasks that are “mediumly” nominated to get activated on return to work. They
form priority no. (2) and scored an impact degree of (6-9)
• Group (C) it is the group of services\tasks that can be postponed till a later stage. They form priority no. (3) and
scored an impact degree of (4-6)
18
Form No. (1) is a guiding form for counting and evaluating the tasks\services and identifying priorities
Service\
procedure
The Impact of Service Interruption Impact
Degree
Groups
Based
on
Priority
On
citizens &
service
recipient
On provision of
basic services in
other
directorates\sectors
On
economic
activities
authorized
to operate
in each
Strategic
plans of
the
directorate
stage
A
B
C
D
19
2. Develop the Activation of Services and Operations Plan
▪ Identify the timeframe proposed to reactivate the services and operations, ba sed on identified priorities. The
timeframe shall be reviewed based on the pandemic s ituation in the Kingdom and the official circulations issued for
this purpose.
▪ Identify service recipient and economic activity for each category of service recipients.
▪ Identify the location\s of direct service provision.
▪ Identify organizational units (directorates and departments…) directly related to the task\service.
▪ Identify the jobs (job descriptions) related to each task\service with their number; whether the job that fulfills the
task\service is a main job or supportive job.
20
Form No. (2) is a guiding form for counting and evaluating the tasks\services and identifying Priorities
Group Service/task Activation
date*
Location\s
for service
provision
Org. units
directly
related to
task\service
Main jobs
required
directly
Supportive job
necessary for
service\task
1 2 3 4 1 2 3 4
Group
(A)
A
B
C
Group
(B)
A
B
C
Group
(C)
A
B
C
• Revisable and Amendable based on the pandemic situation and related decisions
21
3. Identify the work mechanism for each job (whether home or worksite based)
Start with the groups listed under the first activation stage. Later, based on developments, move to groups listed under
the second and third stages (as necessary). Each time, the Return to Work Plan Management Team shall analyze the
following points:
▪ Identify which of these tasks/jobs can be completed from a distance and which are required to be
completed at the worksite. The remote employees might be assigned to do auditing, data entry on the
systems or follow up.
▪ Implement this stage by using the Work from Distance Roadmap (shown in figure no. (1)) which basically
analyze the performance of the requirements of the job.
▪ The map clarifies the reasons underlying the inability to fulfill the task distantly. This analysis assists the
22
directorate to know the reasons and to address them on time (if possible), or to include them if the future
development plans in a manner that enhances the efficiency of the directorate in working distantly.
▪ In light of the classification of tasks, their related job and how they are performed, the sets of jobs that can be
performed from home and that must be performed from worksite will be clear.
▪ The jobs that can perform work from home shall work based on the Distant-Work Guide for the civil service
employees, issued by the Civil Service Bureau.
بعدعنالعملطريقخارطة)1(:رقمالتوضحيالشكل
2123
Form no. (3) shall be used for the implementation of Item no. (3) and after seeking guidance from the Distant-Work Roadmap
Form No. (3): Work mechanism form for the jobs required for the task\service
Group
Task/process job Work in site Distant work
(A)
A
1
2
3
B 1
2
(B) C
24
25
4. Select the nominated employees to work in the site:
As for the jobs that are required to be performed in the worksite, The HR Department in coordination and cooperation with
other Directorates Directors will select the employees who will perform these tasks. Noting that the employees whom one
or more of the following i tems apply to, shall be excluded:
a- Employees excluded from work in the site:
The status of the employees is evaluated based on several points stated below. The most vulnerable employees are
excluded, according to form no. (4), namely:
- Those who have a medical record (the diseases identified by MoH)
- Pregnant or lactating women.
- Those who underwent a surgery or operation lately and those who suffer from a weak immunity.
- Those who live in one of the hotspot locations w here the virus is spreading.
- Those who contacted an infected person.
- Those who have special circumstances hindering them from going to work (children without someone to care for, la ck of
transportation mean…)
Note:
It is possible to coordinate with MoH\Health Directorates in this regard.
The analysis is done for the list of employees nominated for working in site using form. No. (4)
Form No. (4) Analyze the employees nominated to work in site
The Employee originally
assigned for the
task\servic e
A female employe e\pregna
nt\ lactating
Chronic diseases
Surgeries or weak
immunity
Living in a
hotspot of the virus
In
contact
with a
patient
Special circumstance
s
Decision Alternative
Employee
Shouldn’t work
from site but
from home
X D
Work in site
Y
Shouldn’t work
from site but
from home
Z F
The alternative employee is identified according to replacement plans, rotations and nature of tasks. Some tasks are doable
by more than one employee with the required knowledge and skills to perform it. The result of this step is to come up with
a list of employees required to work in site.
26
If we assume that (2) license officers are required to work concurrently with one driver from the supportive services,
.
b. Organize the shifts schedule for work in site.
Shifts schedule is organized according to the actual number of employees required to be present for the job
(according to the work size and load), taking into account that the shift period shall be as long as possible for one
employee (41 days if possible), as follows:
while (4) officers and (3) drivers passed the previous selection stage, their work shall be distributed as follows:
Form No. (5): Shifts Schedule Organization Form
Job
Required No.
Nominated Employees
Workin
g hours
No. of
Days fro
m to
Drivers 1
S Date......../....../. . Date......../....../.. 10
M Date......../....../. . Date......../....../.. 10
P Date......../....../. . Date......../....../.. 8
License
Officer
2
H Date......../....../. Date......../....../. .
14I Date......../....../. Date......../....../. .
Y Date......../....../. . Date......../....../..
14K Date......../....../. . Date......../....../..
27
28
Step Two: Prepare and Qualify the Worksite before the start date (preventive measures)
Before activating the working hours in the worksite (two to three days prior to the date of activating the work from site),
the following precautionary measures shall be taken according to the target group:
Nominating an employee from the Directorate (as a Public Safety Supervisor), to undertake the responsibility of ensuring
that preventive measures are consistently implemented, using a special checklist:
Service Recipient and Stakeholders:
▪ Ensure the effectiveness of the queue systems a nd the recall screens to reduce the overcrowding of customers
▪ Provide streaks on the floor and/or place marks on the chairs in a manner that assist in maintaining social distancing
between customers during the waiting or serving periods.
▪ Use text messages to receive customers at specific times, according to specific timetables.
▪ Ensure that the recipient of the service is informed of the services provided remotely. The directorate shall not receive
any customer who can get the service remotely.
▪ Provide preventive equipment for the service recipient and ensure that it is used before entering the building and after
receiving the service from the counter (masks, gloves, hand sterilizer ...)
25
The Employees of the Competent Directorate
▪ Activate flexible working hours in all its forms, especially for employees who are at greatest risk of infection, as
well as employees who need to stay at home for other reasons, s uch as providing care for their family members.
▪ Emphasizing, through the channels of internal communication, the importance of employees' compliance with all
quarantine instructions (self-quarantine) for employees who contacted patients or who have any symptoms;
according to the instructions issued by the Ministry of Health.
▪ Prepare an internal circular to educate and inform employees about occupational safety and disease prevention.
Noting that the directorate must verify that these procedures are used appropriately.
▪ Establish oversight mechanisms t o ensure staff commitment to all means and methods of disease prevention and
social distancing that are circulated by the Ministry of health.
▪ Propose new procedures and responsibilities related to approvals of annual and sick leaves. Such leaves must be
given to employees upon phone calls. Employees shall send all supporting documents that justify the leave through
the information technology a nd communication means. Ensure that this procedure is practiced flexibly by the line
manager.
▪ Prepare a mechanism to receive suggestions a nd grievances from employees regarding t heir work and deal with
them by referring to the line manger to take the appropriate decisions.
▪ Secure employee cards for the purposes of proofing the daily attendance instead of using the fingerprint. If this is
no possible, manual attendance record shall be provided with a separate sheet for each employee. He has also to
use his own pen for this purpose. Sterilization material must be provided before and after signing the attendance
record. An instructional cardboard must be hanged for this purpose.
▪ Activate solidarity social activities to take care of the employees whom relatives are infected or passed away from
the disease-Allah forbids.
29
. Premises, Furniture and Facilities ▪ All the premises shall be sterilized (including all facilities, offices, arenas,
vehicles, and equipment) in coordination with one of the competent
government departments or one of the specialized companies
(preferably determined by the Ministry of Health). Also, Greater
Amman Municipality and local municipalities can undertake this mission
according to their areas of jurisdiction.
▪ Redistribute the office locations to guarantee
social distancing. Make sure that the smallest
number of employees sit in the same room.
Make sure that there is sufficient ventilation in
offices and locations.
▪ Provide soap and sterilizer in all WCs and
disposable hand towels.
▪ Provide sterilizer at the main and side
entrances and exits of the facilities and on
the service counter in addition to masks
and gloves.
▪ Hang instructional boards urging individuals to use
these supplies before entering the Building.
▪ Hang instructional boards with
emergency and competent authorities’
numbers in a visible place
30
31
Step Three: Prepare and implement a communication plan
A- Communicate with service recipient and targeted groups
▪ Activate call centers (designate a phone number) to reply to inquiries of service
recipients.
▪ Launch SMS service and activate responses through (A Your Service) Platform
▪ Launch a media a nd awareness campaign about the procedures for requesting a service
and places and time schedule of its provision.
▪ Inform service recipient of the mechanism of requesting a service, in addition to:
- Postponed services
- Automated services provided remotely
- Services provided through recall screens
- Services provided in branches and offices
- Services provided in the premise
▪ Activate social networking sites to communicate with customers and service recipients.
▪ Double check with communication and media units to update the directorate’s website
and communication platforms us ed by customers and service recipients.
▪ Clarify the roadmap and the arrangements for returning to work; in addition to its causes and measures for all
employees.
▪ Create communications’ networks and groups on phone applications (groups on WhatsApp for example).
▪ Managers continuously communicate with their employees, provide them with support and check on their
personal and work conditions.
▪ Listen to employees’ feedback and provide feedback about their work output (especially those who work
remotely).
▪ Assign an employee for delivery to take over the job of securing equipment, tools ( computers) information and
files to the location of the employee working remotely, the employee assigned to undertake duties at the
branches of the directorate distributed all over the kingdom, or the employee assigned to work in municipal
areas (local councils, ministries near his place of residence; in coordination with the relevant authorities).
▪ Provide employees with interim action plans and provide the data and information needed to complete the
tasks.
B- Communicate with Employees
Form a team responsible for informing employees and follow-up on their commitment to the Return to Work
plan. Prepare a contact list for the employees, their families and their alternative emails-other that the
government email.
32
▪ The Directorate/IT unit in the directorate shall:
- Provide hotlines for employees, especially for employees working remotely.
- Provide VPN service to employees whose work nature requires this.
- Increase the email storage capacity of employees, especially those whose work nature requires this.
- launch/activate the internal systems for employees who work remotely.
- Ensure safety and security procedures for information, electronic systems a nd backup.
- Provide instructions and advice to employees to access safe use of Diwan systems and avoid
penetration or exposure to viruses.
33
1. Approve the Return to Work Plan:
The Return to Work management team shall undertake the following points in order to approve Return to Work Plan:
A. Submit the plan to the Planning, Coordination and Follow-up Committee.
B. Highlight the importance of the gradual return to work and take preventive measures. It is important to
communicate between each member of the Planning, Coordination and follow-up Committee and the employees
to assure them that measures that guarantee their safety have been taken
2. Monitoring, Evaluation and documentation of lessons learned:
A. Monitor the implementation of the plan, prepare reports, document them, extract deviations, a nd correct them
if necessary
B. Prepare the checklists and set a timed schedule for review.
C. Assess the responses and the potential to return to normal operations. Dis cover opportunities for improving
the directorate work.
Conduct a comprehensive review in partnership with the stakeholders.
34
Step Four: Implement the action plan and monitor it
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 36
Attachment II – Procedure for cleaning computers & Electronics
COVID-19: CLEANING COMPUTERS AND ELECTRONICS FOR ALL
COMPUTER USERS
The following information provides guidance on how to clean computers, computer accessories and electronics
that are considered high-touch items. All computers, computers accessories and electronics in shared locations
should be frequently cleaned and disinfected.When cleaning computers, computer accessories and electronics it
is important to follow the manufacturer recommendations for specific cleaning requirements. The
guidance below was adapted from the CDC: Cleaning & Disinfecting Schools, Apple “How to Clean your
Apple Products”, and Microsoft “Clean and Care for your Surface”.
General cleaning tips
• Use a lint-free cloth, such as a screen wipe or a cloth made from microfiber.
• Avoid excessive wiping and submerging item in cleanser to avoid damage.
• Unplug all external power sources and cables.
• Do not use aerosol sprays, bleach or abrasive cleaners.
• Ensure moisture does not get into any openings.
• Never spray cleaner directly on an item.
Approved COVID-19 disinfectants safe for computers, accessories and electronics
• Using a Clorox disinfectant wipe or a wipe containing 70% alcohol, gently and carefully wipe the hard,
nonporous surface of the item. This includes the display, keyboard, mouse and the exterior surface of
the item. If you have concerns about the cleaning product being used, please refer to the manufacturer’s
recommendations and warning label.
• When using a disinfectant wipe, it is important to follow the contact time found on the label. It may be
necessary to use more than one wipe to keep the surface wet for the recommended contact time.
• Do not use fabric or leather surfaces on items, as this can scratch or damage to the items.
• Do not use bleach to disinfect computers and electronics.
Resources
• CDC: Cleaning & Disinfecting Schools
• Apple: How to Clean your Apple Products
• Microsoft: Clean and Care for your Surface
If you have any questions, please contact EHS at [email protected] or 203-785-3550.
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 37
ANNEX IV: PERFORMANCE INDICATOR TRACKING
TABLE
This section includes a summary table of the Activity Monitoring, Evaluation and Learning Plan
(AMELP) indicators for Q2 FY20 and narrative section discussing progress, reasons for variance
between targets and actuals, data collection challenges, data quality concerns, etc. WMI Performance
Indicators will be submitted through the Mission’s online performance monitoring system Devresults.
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 38
Indicator Performance Tracking Table
Goal: Measurable improvement and greater sustainability of Jordan water sector is achieved
Indicators Base-line
(2015)
FY17
Actual
FY18
Actual
FY19
Actual
Q2 FY20
Actual
Quarter Comments FY17 Target
FY18 Target
FY19 Target
FY20 Target
FY21 Target
EOP Target
Actual to Date
1. Percentage of NRW (National
Average) (M-PMP
3.3.a) ⬥
51.3% 51.2% 50.9% 47.2% Annually Reported
Although the national NRW results was improved compared to last year, but it was
known that the reported NRW is inaccurate due to the poor reading meters, and the inconsistency in collecting and defining the
related variables. Therefore, WMI resumed several activities to
tackle the NRW, such as providing technical support to the NRW unit of WAJ and started working on developing a high-level action plan for NRW based on the RBAP and NRW
Reduction Master Plan.
49.3% 47.3% 45.3% 43.3% 41.3% 41.3% 47.2%
2. Number of policies, regulations and administrative
procedure relating to water and natural resources in
development, passes, or being implemented as a result of USG
assistance (M-PMP
3.3.b) ⬥
0 2 7 5 Annually
Reported
Up to date, 14 policies, regulations and
administrative procedure relating to water and natural resources were developed or updated, this year WMI is going to track and report stage
progression for different polices, Assignment Agreements or Articles of Association. In addition, other administrative procedures and
regulations will be counted and reported.
1 3 3 2 1 10 14
3. Cubic meters of water provided or saved as a result of
USG assistance (M-
PMP 3.3.c) ⬥
0
2,027,
692.80
1,142,13
9
21,
025,870
Annually Reported
Although this indicator is reported annually, WMI has achieved a significant progress to date the amount of saved water is (24MCM),
through multiple interventions, we have already surpassed the EOP target (22MCM). WMI was able to meet the lag from last years’
target, the achievements to be reported by the end of this fiscal year include the following:
● Retrofit program
● Follow up with the WAJ regarding the closing of illegal wells
● Maana Campaign
2,260,
000
5,650,
000
7,910,
000
4,520,
000
2,260,
000
22,600,00
0
24,1
95,701.9 CM
AO 1: Water Sector Management Improved
1.1 Percent change in cost recovery of water sector
(disaggregated by utility) (M-PMP
WS: 80%
8.8% (87%)
(11.3%) 89%
5% (84%)
Annually Reported
This indicator will be reported annually and officially by the MWI, however WMI is
implementing several interventions which will contribute to enhancing the cost recovery.
6.3% (85%)
12.5% (90%)
18.8% (95%)
25% (100%)
25% (100%)
25% (100%)
5% (84%)
YWC: 70%
-1.4% (69%)
(-12.9%) 61%
-13% (61%)
Annually Reported
2.9% (72%)
7.1% (75%)
10% (77%)
14.3% (80%)
14.3% (80%)
14.3% (80%)
-13% (61%)
ZWA: -16.9 (-18.5%) -31% Annually 1.9% 5.3% 8.7% 13.3% 13.3% 13.3% -31%
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 39
Indicator Performance Tracking Table
Goal: Measurable improvement and greater sustainability of Jordan water sector is achieved
Indicators Base-line
(2015)
FY17
Actual
FY18
Actual
FY19
Actual
Q2 FY20
Actual
Quarter Comments FY17 Target
FY18 Target
FY19 Target
FY20 Target
FY21 Target
EOP Target
Actual to Date
3.3.2.b) ⬥ 88.3% (73.4%) 72% (61%) Reported To some extent, the Cost recovery figures are out of WMI’s control, given that we report the ministry’s official numbers. Cost recovery is
variable, particularly due to its high dependency on prices determined outside of each water entity’s domain.
(90%) (93%) (96%) (100%) (100%) (100%) (61%)
Miyahu
na: 110%
0.9% (113%)
(1.8%) 112%
-8% (101%)
Annually Reported
0.9%
(111%)
1.8%
(112%)
2.7%
(113%)
4.5% (115%)
4.5% (115%)
4.5% (115%)
-8% (101%)
WAJ:
96%
(-7.3%)
(89%)
(-28.1%)
69%
-3% (93%)
Annually
Reported
2.1%
(98%)
4.2% (100%
)
7.3% (103%
)
10.4%
(106%)
10.4%
(106%)
10.4%
(106%)
-3% (93%)
JVA:
52.6%
3.6%
(54.5%
(6.5%)
56%
6%
(56%) Annually
Reported
3.6%
(54.5%)
8.6%
(57.1)
13.3%
(59.6%)
19%
(62.6%)
19%
(62.6%)
19%
62.6%
6%
(56%)
1.2 Percentage of NRW (by utility) (M-
PMP 3.3.1.a) ⬥
ZWA= 62.2%
57.7% 55.4% 59.8% Annually Reported
This indicator will be reported annually and
officially by the MWI, WMI will implement several interventions at YWC and ZWA which will lead to enhancing NRW.
The key intervention which will enhance YWC NRW reading is the Bulk water meter installation, during this quarter a comprehensive
field survey was conducted in YWC area to identify and install new bulk water meters, WMI plans to integrate the bulk water installations
with YWC’s SCADA system. WMI is preparing a detailed report to identify
external factors which negatively impacted the NRW and Cost recovery rate results, those factors were outside of WMI control.
60.2% 58.2% 56.2% 54.2% 52.2% 52.2% 59.8%
YWC= 47.20%
45.1% 46% 77.7% Annually Reported
45.20%
43.20%
41.20%
39.20% 37.20% 37.20% 77.7%
1.3 Cubic meters of water saved annually
from water-saving technologies or techniques as a result
of USG assistance (M-
PMP 3.3.1.b) ⬥ 0 0
270 CM
195
,870
CM
Annually Reported
WMI is implementing several interventions to save water due to adopting new technologies or
techniques, so far the result is 196,140 CM for both 2018 and 2019.
For the FY2020 the achieved amounts of savings during this quarter 44,531 CM from the rainwater harvesting in Amman and about 255
CM from Maana campaign. The total savings will be calculated at the end of the fiscal year FY20.
80,000 130,000 180,000 159,000 50,000
599
,000
CM
196,140
CM
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 40
Indicator Performance Tracking Table
Goal: Measurable improvement and greater sustainability of Jordan water sector is achieved
Indicators Base-line
(2015)
FY17
Actual
FY18
Actual
FY19
Actual
Q2 FY20
Actual
Quarter Comments FY17 Target
FY18 Target
FY19 Target
FY20 Target
FY21 Target
EOP Target
Actual to Date
Sub-AO 1.1: Performance and organizational capacity improved
1.1.1 Number of
operation and maintenance improvements
implemented as a result of USG assistance
0 6 9 6
Annually Reported
In FY17, FY18 and 2019 WMI has already
reported 21 O&M improvements, against the EOP target of 20. Although this indicator is reported annually, WMI is making continued
progress on it in FY19. We can expect to report the following, based on this past quarter’s work.
1. WMI implemented the e-memo
system at MWI/WAJ. 2. WMI is in the process to purchase
one iMac desktop for Miyahuna to
assist the company in developing in-house communication materials.
WMI is overachieving this indicator, because of the continues improvements implemented on different levels.
4 6 6 2 2 20 21
1.1.2 Number of
employees who pass the certification program in water
related topics as a
result of USG assistance
0 0 0 87 Annually Reported
To date 193 water operators were certified
from WAJ, Miyahuna, YWC, and AW by Center of Accreditation and Quality Assurance (CAQA).
The plan is expected to certify 350 water
operators. 14 test results are still to be received. WMI will report the results by the end of the fiscal year
FY20
0 75 100 100 75 350 87
1.1.3 Number of private
sector participation transactions as a result of USG assistance
0 0 0 0 Annually
Reported
WMI identified the following PSP options:
1. Aqaba Water performance-based
service agreement with Tafileh
2. Aqaba Water performance-based
service agreement with Karak
3. YWC performance-based service
agreement with Ajloun
4. YWC performance-based service
agreement with Jerash
5. If we can turn the South Plant
Amman into a performance service
contract for few months then we can
also claim that, perhaps
The above contracts and service agreements will
0 1 2 1 1 5 0
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 41
Indicator Performance Tracking Table
Goal: Measurable improvement and greater sustainability of Jordan water sector is achieved
Indicators Base-line
(2015)
FY17
Actual
FY18
Actual
FY19
Actual
Q2 FY20
Actual
Quarter Comments FY17 Target
FY18 Target
FY19 Target
FY20 Target
FY21 Target
EOP Target
Actual to Date
be tracked and reported as implemented.
Sub-AO 1.2: Water supply & quality best practices induced
1.2.1 Number of implementations of technology or systems
to improve the monitoring of the groundwater
abstraction as a result of USG assistance
0 0 241 6
Met the
EOP
target
WMI has met the end of project target for this indicator, by supporting WAJ to pursue the purchasing process and tender a total of 241
smart meters.
In addition, six equipment were handed over to WAJ to test ground water quality onsite during 2019.
0 25 100 50 25 200 247
1.2.2 Number of
water utility supply systems that apply the WQRM framework
for safe drinking water supply and preventive risk management approaches as a result
of USG assistance 5 0 0 3 Annually
Reported
The EOP target has already been achieved in
2019 by conducting the audit for 3 Water Safety Plans, covering the distribution systems of Wadi Al Sir, Abu Alanada, and Mujb in December
2018. The 3rd phase of the water safety planning program was started, in order to prepare the water safety plans for the following water supply
systems:
● Kufrenja Dam/water treatment plant.
● Ras Al-Ain spring.
● Ruseiffa well field.
● Awajan well field.
● Al-Baqa well field.
● Al-zatari well field.
0 1 1 1 0
8 8
1.2.3 Number of
adoptions of technologies or techniques to save
water or increase reuse of water (M-
PMP 3.3.1.2.a) ⬥
0 1,192 912 15,471
Annually Reported
So far WMI supported 17,575 adoptions of
technologies and techniques to save water. These results came mainly as a result of WMI collaborative initiative with JREDS working with
schools and hotels. Furthermore, as a result of Maana campaign promotional phase 140 households’ visits
conducted before the curfew, around 200 water saving devices were installed and this saved
255CM.
The accurate savings and adoptions will be reported by the end of FY20.
1,000 2,000 2,500 1,500 500 7,500 17,575
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 42
Indicator Performance Tracking Table
Goal: Measurable improvement and greater sustainability of Jordan water sector is achieved
Indicators Base-line
(2015)
FY17
Actual
FY18
Actual
FY19
Actual
Q2 FY20
Actual
Quarter Comments FY17 Target
FY18 Target
FY19 Target
FY20 Target
FY21 Target
EOP Target
Actual to Date
AO 2: Water Sector Governance Improved
2.1 Number of action plans implemented for
water security, integrated water resource management, and/or water source
protection as a result of USG assistance (M-PMP 3.3.2.a) (F
HL.8.3-2) ⬥
0 2 4 11 Annually Reported
WMI has already overachieved the EOP target,
in 2019 11 action plans were developed for water security, integrated water resource management, and/or water source protection
including the following: 1. Eight action plans compiled into the National Water Strategy Result Based Action Plan (RBAP) document, 2.
Three action plans related to Aqaba Water
Investment Masterplan, and In this quarter, WMI is working to finalize the high-level NRW action plan and follow up the
implementation of the Gender action plan.
2 4 3 3 2 14 17
2.2 Number of legal
instruments drafted, proposed or adopted with USG assistance
designed to promote gender equality or non-discrimination
against women or girls at the national or sub-national level (M-PMP
4.2.a) (F Gender-1)
0 0 3 1 Annually
Reported
WMI is considering Gender across all its work.
The EOP target (4) has been achieved, however stage progress is monitored to track implementation once occurred.
0 1 1 1 1 4 4
Sub-AO 2.1: Broad-based water sector reform is enhanced
2.1.1 Number of approved best practices to improve
the water sector governance as a result of USG assistance
0 0 2 2 Annually Reported
Best Practices include utilizing good governance
model of ensuring accountability, transparency
and participating with all involved stakeholders.
To date, WMI has implemented four best practices.
In FY2020, there is a great chance to identify one or two best practices and it will be reported by the end of the year, such as SCADA unit.
0 2 2 1 0 5 4
2.1.2 Number of functions transferred
from JVA to WUAs or new representative entities as a result of
USG assistance
0 0 0 20 Annually Reported
In FY2019 WMI reported 20 functions
transferred to the WUAs in 2018 and 2019.
0 6 6 5 3 20 20
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 43
Indicator Performance Tracking Table
Goal: Measurable improvement and greater sustainability of Jordan water sector is achieved
Indicators Base-line
(2015)
FY17
Actual
FY18
Actual
FY19
Actual
Q2 FY20
Actual
Quarter Comments FY17 Target
FY18 Target
FY19 Target
FY20 Target
FY21 Target
EOP Target
Actual to Date
Sub-AO 2.2: Engagement in critical water scarcity issues strengthened
2.2.1 Number of
people reached by water-related BCC and social marketing
campaigns
0 322,0
70
2,02
7
3,563,988
Annua
lly
Reported
As a result of the continuous collaboration with
Miyahuna within “Don’t Under Estimate the Drop” Campaign through the school, more than 3000 students and NGOs staff members were
reached with water related conservation massages. In addition, WMI supported the implementation
of the one-year content calendar for Miyahuna
to increase the direct reach to customers on their social media platform. Accordingly, the fan base of Miyahuna’s Facebook Page has increased
to 239.2K, and the viewership of Miyahuna’s website to 20+K. Shoba campaign will feed this indicator as well,
and the reached people number will be reported by the end of FY20.
50,000
15
0,
000
15
0,
000
100,000
50,
000
500,000
3,888,08
5
2.2.2 Number of people who have improved
understanding of critical water scarcity issues facing Jordan,
including the cost of
water and importance of conservation
0 90 250 66,164
Annually
Repor
ted
WMI is conducting pre and post tests to measure the knowledge increase for all
applicable activities, such as Shobak Campaign.
2,50
0
8,00
0
8,00
0
5,000
1,500
25,000
66,504
2.2.3 Number of initiatives undertaken
by GOJ water entities, CSOs (including Media outlets), community
groups or beneficiaries to promote water
conservation as a result of USG
assistance.
0 1 3 4 Annually Reported
Eight initiatives were reported by WMI since the beginning of the project.
In addition, three initiatives will be counted this year as below:
● Developing Water Investments Booklet representing the Jordan Water Resources Historical Data for
the years 1960 to 2018,
● The water Table Model to be placed at the Main Entrance of WAJ within
the control center new extension
while creating access for public/ visitors.
● Water Campaigns with WAJ Labs to protect the AlTanour and Wadi Alsir water springs from residents’
2 4 4 3 2 15 8
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 44
Indicator Performance Tracking Table
Goal: Measurable improvement and greater sustainability of Jordan water sector is achieved
Indicators Base-line
(2015)
FY17
Actual
FY18
Actual
FY19
Actual
Q2 FY20
Actual
Quarter Comments FY17 Target
FY18 Target
FY19 Target
FY20 Target
FY21 Target
EOP Target
Actual to Date
undesired behaviors.
2.2.4 Number of
women and girls benefitting from new or improved USG-
supported social services targeted at women and girls (M-
PMP 4.3.a)
0 0 24 346
Q3
FY20= 1 Q2
FY20= 22
Q1
FY20=
33
This quarter, we are reporting 1 woman coming from WMI’s internship program.
0 10 225 225 140 625 426
Crosscutting Indicators
CCAO1. Number of people educated on
tools, approaches and/or methods for water security,
integrated water resource management, and/or water1 source protection as a result
of USG assistance (F
HL.8.3-1) (M-PMP
3.3.2.1) ⬥
0
FY17=703
Q4 FY17=
229
Q3 FY17=
249
Q2FY17= 52
Q1 FY17=
173
FY18= 1803
Q4 FY18=
663
Q3 FY18=
248
Q2FY18=
504 Q1
FY18= 388
Total
FY19=
1405
Q4
FY19=
495
Q3
FY19=
180
Q2FY1
9=
267
Q1
FY19= 463
Q3
FY20: T: 152 M: 86
F: 66 Q2 FY20:
T: 323 M: 209 F: 114
Q1 FY20:
T: 332 M: 223 F: 109
This quarter Q2 FY20, WMI’s team carried out 16 training events with total of 152 participants, Male=86 and Female=66
500 1,400 1,400 1,400 300 5,000 4,718
Context Indicators
1. Liters of water per capita per day (M-PMP
3.f- context)
132 126 128 100 Annually Reported
The two context indicators will be obtained annually from the MWI and no targets are
assigned for these indicators.
100
2. Number of
employees per 1000 subscribers (context)
4.69 4.51 TBD 4.8 Annually Reported
4.8
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 45
ANNEX V: TRAINET WMI TRAINING Q2 FY 20
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 46
ANNEX VI: PERFORMANCE WORK STATEMENT
ACTIVITIES AND DELIVERABLES AS PER CONTRACT
Required Activity Associated Deliverables Due Method of Verification Status
1 Water Supply Systems
1.1.1 Develop Performance Improvement Plan (PIP) and utility KPI targets to be achieved
Zarqa Water Authority (ZWA) Performance Improvement Plan, including KPIs to be achieved; WMI Work Plan; and formal approval in minutes of meeting
Q2 (Q4 FY16)
Technical Report
Delivered - Submitted to USAID on 26-Dec-16 Approved by USAID on 18-Jan 17
1.1.2 Implement PIP interventions to reduce administrative NRW losses
• Detailed organizational assessment of procedures, policies, tools and personnel skills for billings; collections; financial management and cross-departmental information management
• Improved procedures, policies, tools and training plan for commercial, financial, and technical departments; and rollout workshop
• Training and technical support to operationalize improvements
• ZWA progress in institutionalizing improvements and lessons learned included in WMI quarterly and annual reports
Q3-Q19 (Q1 FY17-Q1 FY21)
Quarterly and Annual Reports
QPR Approved by USAID 24 July 18 Delivered - Approved by USAID on 24-July-17 Delivered - Approved by USAID on 17-May-18
1.1.2 Implement PIP interventions to reduce administrative NRW losses
Report on double connections and draft plan with recommendations for ZWA
Q12 (Q2FY19)
Technical Report Delivered - Submitted to WAJ on 5-Jul-2018 Submitted to USAID on 4-Aug-19 Approved by USAID on 24-Apr-17 Approved by USAID on 16-Sep-19 (this submission includes all DMAs, second report combined to first per COR request)
1.1.4 Implement PIP interventions to operationalize an
activity-based
budgeting, accounting, and
financial management system
• Detailed organizational assessment of procedures, policies, tools, and personnel skills in accounting, reporting, and financial management opportunities for improving end-to-end business processes and improved reporting among financial, commercial, and technical departments
• Improved policies, procedures, tools, and training plan; and rollout workshop Training and technical support to operationalize improvements ZWA progress and results in institutionalizing improvements included in WMI quarterly and annual reports
Q4-Q19 (Q2 FY17- Q1 FY21)
Quarterly and Annual Reports
Delivered thru QPR – going on - USAID Approval 24 April 17
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 47
Required Activity Associated Deliverables Due Method of Verification Status
1.1.7 Pre-Feasibility Analysis and Implementation of Merger of Zarqa and Madaba into Miyahuna
Prefeasibility Study of Merger of Zarqa and Madaba into Miyahuna
Q7 (Q1FY18)
Technical Report
Delivered - Submitted to WAJ Dec 11,17 WAJ Concurrence received Jan 28, 18 Submitted to USAID April-4-2018 Approved by USAID May-28-2018
1.1.7 Pre-Feasibility Analysis and Implementation of Merger of Zarqa and Madaba into Miyahuna
Prefeasibility and implementation report of potential merger of other governorates into Miyahuna
Q12-Q14 (Q2FY19-Q4FY19)
Quarterly and Annual Reports Delivered thru QPR – USAID
Approval 28 May 18
1.1.9 Improvement of Miyahuna and WAJ’s Internal Audit Units
• Detailed organizational assessment of the current situation of the internal audit at Miyahuna and WAJ; conduct risk assessment
• Training, capacity building and technical support to internal audit units
• Assist internal auditors prepare the internal audit plans in the transition period
Q11-Q13 (Q1FY19-Q3FY19)
Quarterly and Annual
Reports
Delivered thru QPR
1.1.9 Improvement of Miyahuna and WAJ’s Internal Audit Units
Internal Audit Procedural Guide for Miyahuna Q17 (Q3FY20)
Technical Report Pending Final Editing -Submitted to Miyahuna Mar 11, 19 Concurrence received Jul 23, 19 Submitted to USAID Sept 23, 19 Comments Received Sept 30, 19 Under final processing to be submitted in Q3 FY 20
1.2 International Monetary Fund (IMF) Action Plan Supported 1.2.1 Finalize strategy to
implement IMF Action Plan
Final IMF implementation strategy, including WMI work plan and Minutes of Meeting that detail roles and responsibilities of MWI and WMI
Q3 (Q1 FY17)
Strategy; work plan
Delivered - Submitted to MWI 29-Sep-16 Concurrence received 11-Sep-17 Submitted to USAID 11-Sep- 17 Approved by USAID 12- Sep-17 Titled: “IMF Action Plan- Implementation Strategy to Support MWI”
1.2.2 Provide secretariat assistance to MWI in implementing the Action Plan
• Report providing performance reporting standards, procedures, and stakeholder guidance
• Annual Stakeholder Consultation Workshops in Amman, including knowledge sharing workshops
• Progress in providing monitoring, technical support, and secretariat assistance to MWI included in WMI quarterly reports
Q4 -Q19 (Q2 FY17-Q1 FY21)
Quarterly and Annual Reports
Delivered thru QPR – going on - USAID Approval 24 July 17, 20 March 18, and 17 May 18
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 48
Required Activity Associated Deliverables Due Method of Verification Status
1.2.3 Support Implementation of
Performance Based
Contracting and PSP to Improve O&M Services
• PSP Capacity Needs Assessment • Two-week training in Amman • Annual work plan for short-term technical assistance
to be provided to individual • utilities • Utility progress in implementing PSP contracted
services included in WMI
• quarterly reports
Q5-Q19 (Q3 FY17-Q1 FY21)
Quarterly and Annual Reports
Delivered thru QPR – going on – USAID Approval 17 May 18
1.2.4 Support implementation of NRW reduction strategies
• Case studies of best practices in region and globally • Work plan for short-term technical assistance to be
provided to individual
• utilities • Utility progress and WMI training and technical
assistance delivered to • utilities included in WMI quarterly and annual reports
demonstrated through NRW reduction pilot(s)
Q6-Q19-(Q4 FY17-Q1 FY21)
Quarterly and Annual Reports
Delivered thru QPR – going on – USAID Approval 25 Apr 17, 24 July 17, 7 Nov 1720 March 18and 17 May 18
1.2.4 Support implementation of NRW reduction strategies
Presentation and Dissemination of Master Work Plan for NRW Reduction
Q11 (Q1FY19)
Technical Report Pending - Submitted to MWI Feb 5-20 Delay due to COVID 19
1.2.7 Improve financial management, determination of cost and subsidy of services
• Standardize the presentation of the financial statements, enhance financial management, report costing and subsidy and redefine financial sustainability, Support analysis and implementation of tariffs increase and mitigation measures to reduce their socio-economic impacts
Q7-Q14 (Q1FY18-Q4FY19)
Quarterly and Annual Reports
Delivered thru QPR USAID Approval on 20 March 18
1.2.8 Support IT and GIS Development
• Provision of advisory assistance to WAJ ICTU • Oracle ERP system re-implementation for WAJ
Q7-Q14 (Q1FY18-Q4FY19)
Quarterly and Annual Reports
Delivered thru QPR – USAID Approval 24 July 17, 7 Nov 17 and 17 May 18
1.2.8 Support IT and GIS Development
Strategic Information Systems Plan Q12 (Q2FY19)
Technical Report Pending under finalizing from WAJ - Need also extension of delivery date
1.2.8 Support IT and GIS Development
Report on Available Solutions for Hosting Oracle Applications Suite
Q7 (Q1FY18)
Technical Report
Pending - Submitted to WAJ Jan 30, 2018 – no response, contents to be included in the deliverable “Strategic Information System Plan”
1.2.8 Support IT and GIS Development
Strategic development plan for institutionalizing GIS Q10 (Q4FY18)
Technical Report Pending - Need also extension of delivery date Submitted to WAJ on Oct 30, 2019 – No reply received despite several reminders
1.2.10 Support Water Utilities Compliance to PFMRAF
• Stage II risk assessment of water utilities • Develop risk mitigation plans for utilities • Support implementation of risk assessment plans for
Q11-Q13 (Q1FY19-Q3FY19)
Quarterly and Annual Reporting Delivered thru QPR –
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 49
Required Activity Associated Deliverables Due Method of Verification Status
water utilities 1.2.11 Support Water
Utilities’ Participation in the Arab Water Week (AWW)
• Support water utilities showcase their success stories through sponsoring one full session at the AWW
Q11-Q12 (Q1FY19-Q2FY19)
Quarterly and Annual Reporting
Delivered thru QPR –
1.3 Yarmouk Financial Performance Improved 1.3.1 Develop Interim
Performance Improvement Plan
YWC Interim Performance Improvement Plan, including KPIs to be achieved WMI Work Plan; and YWC Board Approval
Q2 (Q4 FY16)
Interim PIP; work plan;
Submitted to USAID Jan 15-17 Approved by USAID 18-Jan-17
1.3.2 Support Implementation of Interim PIP
• Implement interim PIP “quick fix” improvements,
including FOCAS organizational assessment process to
develop expanded PIP to be implemented in
• Years 3-5
• Quarterly reports on WMI support and YWC
improvement progress included in WMI quarterly
reports
Q5-Q14 (Q3 FY 17- Q4FY19)
Quarterly and Annual
Reports
Delivered thru QPR –USAID
Approval 18 Jan 17, 25 Apr 17,
24 July 17, and 7 Nov 17,
1.3.3 Implement PIP interventions to
reduce administrative
NRW losses
• Detailed assessment of procedures,
policies, tools and personnel skills for billings; collections; financial
management and cross-departmental
information management
• Improved procedures, policies, tools and training plan for commercial, financial, and technical departments and rollout workshops
• Training and technical support, including ongoing organizational assessment workshops for continual improvement
• Assessment of Bulk Water Measurement in YWC – Findings and Recommendations
Q10-Q18 (Q4 FY18-Q4 FY20)
Quarterly and Annual Reports
Delivered thru QPR – going on USAID Approval 18 Jan 17, 25 Apr 17, 24 July 17, and 7 Nov 17,
1.3.4 Implement PIP interventions to operationalize an activity-based budgeting, accounting, and financial management system
• Detailed organizational assessment of accounting,
reporting, and financial management procedures and
tools and opportunities for improving end-to-end
business processes with financial, commercial, and
technical department personnel
• Guidance manuals and capacity building for financial management personnel in
• international best practices for accounting and financial
reporting; Workshop to formally launch system
Q10-Q16 (Q4 FY18-Q2 FY20)
Quarterly and Annual Reports
Delivered thru QPR - USAID Approval 18 Jan 17, 25 Apr 17, 24 July 17, and 7 Nov 17,
1.3.4 Implement PIP interventions to operationalize an activity-based budgeting, accounting, and financial
Financial Policy – Water Sector Wide
Q8 (Q2 FY18)
Technical Report Delivered - Submitted to YWC Dec 28, 2016 Concurrence received Nov 19, 17 Submitted to USAID May 28, 18
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 50
Required Activity Associated Deliverables Due Method of Verification Status
management system Approved by USAID June 26,18 1.3.6 Develop Customer
Service- Focused Business Plan
• Organizational assessment workshops including participants across all Departments
• Business Plan preparation; stakeholder workshop to present plan
Q13-Q16 (Q3 FY19-Q2 FY20)
Quarterly and Annual Reports Delivered thru QPR – USAID
Approval May 31, 2020
1.3.6 Develop Customer Service- Focused Business Plan
• Customer Service-Focused Business Plan 2019-2021” Q10 (Q4 FY18)
Technical Report Delivered - Submitted to YWC on Jan 8, 19 Concurrence received Mar 18, 19 Submitted to USAID Sep 17, 19 Comments received Oct 2, 19 Approval by USAID March 22, 2020
1.3.7 HR Assessment and Implementation
• Detailed assessment & implementation of HR functions, build org. structure for YWC, develop job descriptions and analysis.
• Develop chain of commands, analyze work environment, workforce recruitment plan.
• Develop succession plan and training programs for HR staff.
Q7-Q14 (Q1FY18-Q4FY19)
Quarterly and Annual Reports
Delivered thru QPR – USAID Approval 25 Apr 17
1.3.8 Fixed Asset Registry & Valuation
• Fixed Assets Registry for Jerash, Ajloun,
and Mafraq Governorates
Q7-Q11 (Q1FY18-Q1FY19)
Quarterly and Annual Reports
Delivered thru QPR – USAID Approval 20 March 18
1.3.10 Support for the Design, Financing and Construction of the New Green Building for YWC Headquarters
• Support YWC in the tendering, contracting and financing analysis for the construction of a new green building
Q7-Q10 (Q1FY18-Q4FY18)
Quarterly and Annual Reports Delivered thru QPR - USAID
Approval 20 March 18
1.4 Ma’an Southern Governorates Operational Performance Improved
1.4.1 Conduct situation assessment
• Report on current conditions of Ma’an water operations
Q5 (Q3 FY17)
Technical Report
Delivered - Submitted to MAI July 31-17 Concurrence received Jan-15-18 Submitted to USAID Apr-4-2018. USAID approval May-22-2018
1.4.1 Conduct situation assessment
• Assessment of Pulser Pilot Project and Recommended Next Steps
Q8 (Q2FY18)
Technical Report
Delivered - Submitted to WAJ Feb- 22-2018 Concurrence received 19-Sept-18 Submitted to USAID Sept -24-18 Approved by USAID Oct-16-18
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 51
Required Activity Associated Deliverables Due Method of Verification Status
1.4.1 Conduct situation assessment
• Report on Ma’an Management Contract – Draft RFP Document
Q10 (Q4FY18)
Technical Report Merged with the “Report on preparatory activities to transfer to AW”
1.4.3 Preparatory work for potential transfer of Ma’an to Aqaba Water
• Report on preparatory activities for transfer to AW.
Q7-Q9 (Q1FY18-Q3FY18)
Technical Report
Delivered -Submitted to MWI Jun 12-18 Concurrence received Aug 9-18 Submitted to USAID Sept 25-18 Approved by USAID Oct-16-18
1.4.3 Preparatory work for potential transfer of Ma’an to Aqaba Water
• Technical assistance for Ma’an in preparations for the potential transfer to AW
Q11-Q14 (Q1FY19-Q4FY19)
Quarterly and Annual Reports
Delivered thru QPR – USAID Approval 6 Aug 18
1.4.4 Aqaba Water and Wastewater Investment Master Plan
• Progress reporting on review of designs, RFP drafts, securing funds, and implementing projects in AW
Q7-Q10 (Q1FY18-Q4FY18)
Quarterly and Annual Reports
Delivered thru QPR - USAID Approval 6 Aug 18
1.4.4 Aqaba Water and Wastewater Investment Master Plan
• Final Water and Wastewater Master Plan and Financial Model
Q9 (Q3FY18)
Technical Report Delivered - Submitted to AW on July 10, 2018 AW BOD approval on Jul 13, 2019 Submitted to USAID Aug 4, 2019 Approved by USAID Sep 16, 2019
1.4.5 Support Aqaba Water Performance Improvement
• ERP Second Phase Integration
Q7-Q11 (Q1FY18-Q1FY19)
Quarterly and Annual Reports
Delivered thru QPR
1.4.5 Support Aqaba Water Performance Improvement
• RFP to Implement Second Phase of ERP Project Q9
(Q3FY18) Technical report
Delivered - Submitted to AW Jul 22-18 Concurrence received Aug 8-18 Submitted to USAID Sept 24-18 Approved by USAID Oct 16-18
1.4.6 Improve Performance of Karak and Tafileh Operations
• Support X7 post implementation • Improve billing percentages • Implement selected modules of AW Dynamics ERP • Bulk water measurement improvement
Q11-Q14 (Q1FY19-Q4FY19)
Quarterly and Annual Reports
Delivered thru QPR
2: Water Conservation and Demand Management 2.1 Utility Demand-side Management Strengthened 2.1.1 Update urban water
demand forecasting
• Workshop and report presenting updated IDARA water demand forecasting
Q2 (Q4 FY16)
Quarterly and Annual
Reports Delivered thru QPR – USAID Approval 18 Jan 17
2.1.2 Create Opportunities for treated wastewater sale to the private sector
• Workshop and report presenting wastewater reuse demand and opportunities by private sector in at least Miyahuna and Zarqa water supply service areas
Q8 (Q2FY18)
Report Delivered - Submitted to WAJ Jan 19, 17 Concurrence received Mar 9, 17 Submitted to USAID May 28, 18 Approved by USAID June 26,18
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 52
Required Activity Associated Deliverables Due Method of Verification Status
2.1.3 Develop and support implementation of Demand Management Action Plan for Water Conservation and Increased Reuse
• Phased program for demand side management by the private sector in at least Miyahuna and ZWA service areas
• Implementation progress and technical assistance to be included in Quarterly and Annual Reports
Q5-Q20 (Q3 FY17-Q2 FY21)
Quarterly and Annual Reports
Delivered thru QPR – going on USAID Approval 17 Sep 17
2.1.4 Improve capacity in demand-side management and enforcement
• Trainings on best management practices (BMPs) of
water conservation and
• wastewater reuse to MWI, utilities, private sector, other relevant Ministries to support phased program implementation
• Support water demand management at MWI • Support the establishment of WDMU in at least one
water utility
Q5-Q20 (Q3 FY17-Q2 FY21)
Quarterly and Annual Reports
Delivered thru QPR – going on USAID Approval 24 July 17
2.1.4 Improve capacity in demand-side management and enforcement
• Report on School and Hotels Water Use Efficiency
Training Program
Q14 (Q4FY19)
Technical Report Pending - Submitted to WAJ on Jan 7, 20 – Delay due to COVID 19
2.1.5 Support Development and Enforcement of Water-Use Efficiency (WUE) Legislative Framework
• Technical Review of Technical Regulations
• Support testing procedures at RSS
• Training on Rainwater Harvesting
• Develop National Rainwater Harvesting Guides
• Develop online National Rainwater Harvesting Tool
Q11-Q14 (Q1FY19-Q4FY19)
Quarterly and Annual Reports
Delivered thru QPR
2.1.6 Enhance and Promote WDM New Technologies
• Redesign of the water bill
• Promote water saving technologies
Q11-Q14 (Q1FY19-Q4FY19)
Quarterly and Annual Reporting Delivered thru QPR
2.1.7 Water Audit for Selected Industries in Jordan
• Develop a plan for the suggested audit
• Conduct the site audit for the selected industries
• Development plan for each inspected industry and the
water saving and reuse
Q11-Q13 (Q1FY19-Q3FY19)
Quarterly and Annual Reporting
Delivered thru QPR
2.1.7 Water Audit for Selected Industries in Jordan
• Report on Industry Water Systems Audit Q13 (Q3FY19)
Technical Report Delivered - Submitted to MWI Nov 11, 19 Concurrence received Dec 16,19 Submitted to USAID Dec 17,19 1st Comments received USAID on Dec 22, 19 1st Resubmitted to USAID Jan 23, 20
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 53
Required Activity Associated Deliverables Due Method of Verification Status
2nd Comments received USAID Feb 23, 20 2nd Resubmission to USAID on April 5, 2020 Final Resubmission May 31, 2020, USAID Approval received June 8, 2020
2.2 Behavior Change Communication (BCC) Supported 2.2.1 Conduct knowledge,
attitudes, and
practices (KAP)
survey to establish a
baseline of key
stakeholders
• Terms of Reference (TOR) for local research firm Q1 (Q3 FY16)
TOR Delivered - Submission to USAID Jul 22,16 Approved on Dec 13,16 Title: “TOR for Implementation of a Population-Based Knowledge, Attitudes and Practice Survey (KAP)
2.2.1 Conduct knowledge, attitudes, and practices (KAP) survey
to establish a baseline
of key stakeholders
• Baseline report for key stakeholders in Amman, Irbid and Zarqa
Q8 (Q2FY18)
Report Submission to MWI Dec 13,17 Concurrence received Mar 25-18 Submitted to USAID May 28,18 Approved by USAID Jun 26, 18
2.2.3 Develop and implement an Internship Program
• Internship Program Plan • Implementation progress to be included in Quarterly
and Annual Reports
Q4-Q21 (Q2FY17-Q2FY21)
Quarterly and Annual Reports
Delivered thru QPR going on USAID Approval 6 March 17, 17 July 17, 7 Nov 17and 17 May 18
2.2.4 Develop behavior change campaigns targeting households
• Campaign update briefs in collaboration with MWI and utility communications departments Campaign completion report for each campaign (minimum 3)
• Implementation of a BCC campaign including Religious
faith concepts
• Campaign Report on results
Q6-Q16 (Q4 FY17-Q2 FY20)
Quarterly and Annual Reports Briefs
Delivered thru QPR
2.2.5 Design and deliver a training program for young media reporters
• TOR for media survey • Training Program concept paper including participant
criteria • Approved training materials • Concept paper for study tour including learning
objectives
Q5-Q8 Q3 FY17-Q2 FY18)
Quarterly and Annual Reports
Delivered thru QPR – USAID Approval 17 May 18
3: Water Sector Governance 3.1 Water Sector Policy Supported 3.1.1 Identify and monitor
policy and institutional reform needs and barriers
• Policy matrix updated biannually Q8-Q20 (Q2 FY18-Q2 FY21)
Quarterly and Annual
Reports Briefs Delivered thru QPR – going on
– USAID Approval 25 April 17
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 54
Required Activity Associated Deliverables Due Method of Verification Status
3.1.1 Identify and monitor policy and institutional reform needs and barriers
• Support development of integrated water policies action plans, report titled “Water Policy Action Plans”
Q8 (Q2FY18)
Technical Report Delivered - Approved by
USAID on 17-May-2018, within
QPR 2 FY18
folded in 3.1.2 3.1.2 1 Support analysis and
implementation of policy and institutional reforms
• Support implementation of approved Policy Action Plans in coordination with other donors
Q8-Q20 (Q2 FY18-Q2 FY21)
Quarterly and Annual
Reports Briefs Delivered thru QPR – going on
– USAID Approval 6 August 18
3.2 Utility Assignment Agreements Developed/Modified 3.2.1 Evaluate AAs against
international best practices
• Evaluation findings report and workshop Q3 (Q1 FY17)
Report Pending - Submitted to USAID on Dec 26, 2016 –Folded in 3.2.3
3.2.3 Support development and implementation of revised and/or new AAs
• Draft revised or new AAs Implementation progress,
TA and training in Quarterly and Annual Reports • Introduce public participation channels
Q5-Q20 (Q3 FY17-Q2 FY21)
Quarterly and Annual Reports
Delivered thru QPR – going on – USAID Approval 24 July 17 and 6 August 18
3.3 Divestment of Irrigation Management to Water User Associations (WUAs) Supported 3.3.5 Support
Establishment of
JVA Owned
O&M Company
to Manage
Irrigation Water
Distribution and
Conveyance
Systems in the
Jordan Valley
• Develop HR & Staffing requirements, conduct capacity building needs assessment for new company staff.
• Awareness and social marketing campaign for relevant stake holders.
• Support new company in FARA Accreditation
Q7-Q10 (Q1 FY18-Q4FY18)
Quarterly and Annual Reports
Delivered thru QPR – USAID Approval 7 Nov 17
3.3.5 Support
Establishment of
JVA Owned
O&M Company
to Manage
Irrigation Water
Distribution and
Conveyance
Systems in the
Jordan Valley
• Pre-Feasibility Analysis to Establish an Operation and Maintenance Public Entity to Manage Water Conveyance and Distribution in the Jordan Valley”
Q7 (Q1FY18) Technical Report
Delivered – Submitted to MWI Jan-30-2018 (Minister didn’t approve) Submitted to USAID on Apr 4-18 USAID Approval May 22-18
3.3.5 Support
Establishment of
JVA Owned
O&M Company
to Manage
Irrigation Water
Distribution and
• Develop Articles of Association and Assignment Agreement for the new company
Q8 (Q2 FY18)
Technical Report
Pending – Put on hold as it is not a priority for the sector
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 55
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Conveyance
Systems in the
Jordan Valley 3.3.7 Support
Improving the
Conveyance
System Efficiency
in Jordan Valley
• Support reducing water losses in the conveyance system of KAC
• Support improving SCADA measurement accuracy • Support reducing the water losses in the tertiary
distribution system
Q8-Q14 (Q2FY18-Q4FY19)
Quarterly and Annual Reports Delivered thru QPR
3.3.7 Support
Improving the
Conveyance
System Efficiency
in Jordan Valley
• Report on the determination of KAC water losses and recommended solutions for improvements; situational assessment
Q8 (Q2 FY18)
Technical Report Delivered - Submitted to JVA Mar 28-18 Concurrence received May 13,2018 Submitted to USAID May 28,18 Approved by USAID on June 26, 18
3.3.8 Support transfer
of functions to
regional WUAs
and technical
support to JVA
• Support WUAs performance improvements • Enhancement of operations of WUAs including
customer services systems
• Improve metering system (pilot sites in North JV) • Performance improvement for control center functions
including plan and implementation
• Establish a call center to manage service requests by farmers
• Support the needed institutional reform for JVA after transferring O&M retail functions to WUAs
Q11-Q14 (Q1FY19-Q4FY19)
Quarterly and Annual Reports
Delivered thru QPR
3.4 Independent Regulator Developed and Supported 3.4.1 Achieve consensus on
a clear path forward • Report on the selected options and a path forward for
regulatory framework and entity Q11-Q20 (Q1FY19-
Q2FY21)
Quarterly and Annual Reports
Delivered thru QPR – going on
3.4.2 Develop detailed plan for implementation of new regulatory body
• Road map for strengthening regulatory functions in the water sector
Q12 -Q20 (Q2FY19-Q2FY21)
Quarterly and Annual Reports
Delivered thru QPR – going on
3.4.3 Design funding and financial sustainability
• Develop financial sustainability strategy and budget plan Q20 (Q2FY21)
Quarterly and Annual Reports
To be delivered in Q2 FY 21
3.4.4 Support establishment of new entity and provide institutional, operational, and capacity-building support
• Draft organizational structure and operating policies and procedures
• Training Reports • Implementation progress and technical assistance in
Quarterly and Annual Reports
Q14-Q20 (Q4 FY17-Q2 FY21)
Quarterly and Annual Reports
Delivered thru QPR – going on
3.4.5 Provide Technical Assistance to Empower PMU’s the Water Sector’s Regulatory Role
• Support water companies in improving reporting processes to PMU & WAJ
• Work with water companies in improving reporting processes and outputs to PMU and WAJ
• Provide regulatory assistance to empower PMU to
Q7 - Q20 (Q1FY18- Q2 FY21)
Quarterly and Annual Reports
Delivered thru QPR – going on
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 56
Required Activity Associated Deliverables Due Method of Verification Status
carry out its regulatory role 3.5 Water Sector Strategic Communications, Advocacy, Gender, and Youth Supported 3.5.1 Conduct gender
assessment • Gender Assessment Q2
(Q4 FY16) Report Delivered - Submitted to
USAID Sep 15-16 Approved by USAID 17 Jan 17. Title: “Gender Analysis and Action Plan”
3.5.1 Conduct youth assessment
• Youth Assessment Q4 (Q2 FY17)
Report Delivered - Submitted to USAID Mar 31-17 Approved by USAID May-22-17. Titled “Youth Analysis and Action Plan”
3.5.3 Encourage urban youth to assume leadership for advocacy initiatives
• Concept paper • TOR for local social media administrator and advocacy
specialist to create a total of 12 publications promoting the Jordan Water Table Model to increase awareness about water shortage problem facing Jordan
Q5-Q20 (Q3 FY17-Q2 FY21)
Quarterly and Annual Reports
Delivered thru QPR – going on
3.5.4 Develop and implement training in social marketing for CSOs based in Zarqa and Amman
• Report on CSO capacity, target organizations and selection, and training program
• At least one training program delivered in Amman and Zarqa
• Mentoring track record report and CSO recommendations
• Final training report
Q6-Q13 (Q4 FY17-Q3 FY19)
Quarterly and Annual Reports
Delivered thru QPR
3.5.6 Support Reformulating the Communication Functions within Water Utilities
• Progressively reporting on the support provided for water utilities to improve customer communication and to create a social media presence that enhances customer satisfaction
• Support creating a dynamic and responsive social media presence for utilities to enhance customer interaction
• Communication Plans for YWC and Miyahuna
Q8-Q14 (Q2FY18-Q4FY19)
Quarterly and Annual Reports
Delivered thru QPR –
3.5.6 Support Reformulating the Communication Functions within Water Sector
• Assessment Report of the Current Functions within the Communication Units
Q17 (Q3FY20)
Technical Report Completed, on March 23, 2020,
MWI Concurrence April 3,
2020, first submission to UAID
April 13, 2020, Comments
received from USAID April 26,
2020,3rd resubmission to
USAID May 14, 2020, 3rd
USAID Comments received
May 19, 2020, Final
resubmission June 7, 2020
USAID Approval June 9, 2020
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3.5.6 Draft a the WMI Behavior Change and Communication Strategy and Implementation Plan
• Develop a Behaviour Change Communication strategy for the water sector
Q10 (Q4FY18)
Technical Report Delivered - Submitted to USAID Dec 18, 18 Approved by USAID June 24, 19
3.5.7 Support the Implementation of Strategic Communication Priorities for the Water Sector
• Improve public understanding of water cycle in Jordan • Support the implementation of water sector
agreements to protect water resources. • Water Booklet on the Key Investments in the Water
Sector
Q7-Q14 (Q1FY18-Q4FY19)
Quarterly and Annual Reports
Delivered thru QPR – USAID Approval 20 March 18
3.5.7 Support the Implementation of Strategic Communication Priorities for the Water Sector
• Procedure Manual to Protect Water Resources from Vandalism and Misuse
Q17 (Q3FY20)
Technical Report Delivered - Submitted to MWI Sept 15, 2019, Concurrence received Nov 6, 2019, 1st Submitted to USAID Jan 2, 2020, Comments received on Jan 6, 202, 2nd Resubmitted to USAID Jan 28, 2020, Comments received on Feb 11, 2020, Sent to Editor Feb 27, 2020 Final version received from editor on March 24, 2020, final version resubmitted to USAID May 17, 2020 USAID Approval May 20, 2020
3.5.8 Develop the Water Sector Gender Policy
• Support gender study implementation
Q7-Q14 (Q1FY18-Q4FY19
Quarterly and Annual Reports
Delivered thru QPR USAID Approval 17 May 18
3.5.8 Develop the Water Sector Gender Policy
• Develop Gender Policy for the Water Sector in Jordan Q16 (Q4FY20) Technical Report
Approved by USAID March 2,
2020
3.5.9 Develop Gender Training
• Develop and implement Gender training modules Q7-Q14 (Q1FY18-Q4FY19
Quarterly and Annual Reports
Delivered thru QPR
3.5.10 Support Corporate Transformation within the Water Utilities Using Change Management
• Enhance customers’ perception to YWC through creating a new corporate identity
• Develop a change management and communications approach for utilities
• Create team building and leadership exercises • Integrate internal communication activities supporting
the change management approach within the utilities’ communication plans
Q12-Q14 (Q2FY19-Q4FY19)
Quarterly and Annual Reports
Delivered thru QPR
4: Protection of Water Supply 4.1 Groundwater Management Framework Developed 4.1.1 Rationalize
groundwater monitoring
• Report and workshop on recommended updates aligned with Water Strategy, factors supporting
Q9
(Q3FY18)
Workshop participant list; Report
Pending - Submitted to MWI May 17, 2018, comments received June 6, 2018, resubmission to MWI
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 58
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and management
functions and identify needs for
new or amended policies, laws, and
regulations
sustainability of groundwater activities, need for policy/legal reform
August14, 2018, Final submission to MWI, September 23, 2018, final submission to USAID October 11, 2018 -
4.1.3 Improve groundwater monitoring standards, procedures,
and capacity
• Report on existing systems, capacity needs, and recommendations
• Implementation progress, technical assistance, training in Quarterly and Annual Report
Q4-Q20 (Q2 FY17-Q2 FY21)
Quarterly and Annual Reports
Delivered thru QPR – going on USAID Approval 25 April 17, 21 June 17, and 20 March 18
4.1.3 Improve Groundwater Monitoring Standards, procedures, and capacity
• Remote sensing (RS) reports for five groundwater basins
Q11 (Q1FY19)
Technical Report Delivered - Submitted to USAID 20 Dec,18 Approved by USAID21 Jan, 19
4.1.5 Identify and assess amendment options
• Report on presenting the proposed amendments for the groundwater bylaw
Q14 (Q4 FY19)
Quarterly and Annual Report Delivered thru QPR
4.1.7 Amend by-law and develop enforcement mechanisms
• Draft amendment of the by-law and enforcement mechanism
• Implementation progress, technical assistance, training in Quarterly and Annual Reports
Q7-Q20 (Q1 FY18-Q2 FY21)
Quarterly and Annual Reports
Delivered thru QPR – going on
4.1.8 Options for Improved Feasibility of Groundwater Abstraction Management
• Support development and review of options for improved feasibility of Groundwater Management
Q7-Q14 (Q1FY18-Q4FY19)
Quarterly and Annual Reports Delivered thru QPR
4.2 Wastewater Treatment Performance and Compliance Strengthened 4.2.1 Improve wastewater
treatment performance • Situational analysis and training needs assessment
report for 10 wastewater treatment plants as per request of WAJ
Q2-Q10 (Q4FY16-Q4FY18)
Report Delivered - Submitted to USAID Sept-24-18 Approved by USAID Oct-16-18 (agreed with COR to submit as one package. Yet, submission to counterpart was done for each report. Relevant submission and concurrence dates are available in the reports) Submitted to USAID on Sept-24-2018 Approved by USAID on Oct-16-2018
4.2.1 Improve wastewater treatment performance
• Process modification or infrastructure upgrade recommendations
Q8 (Q2FY18)
Report Folded into the deliverable above
4.2.1 Improve wastewater treatment performance
• Report on updated reuse standards of treated wastewater
Q2-Q14 (Q4FY16-Q4FY19
Quarterly and Annual Report
Delivered thru QPR
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 59
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4.2.1 Improve wastewater treatment performance
• Training programs • Implementation progress, technical assistance, training
in Quarterly and Annual
• Reports
Q5-Q14 (Q3 FY17-Q4 FY19)
Quarterly and Annual Reports
Delivered thru QPR
4.3 Water Quality Management Improved 4.3.1 Adopt World Health
Organization (WHO) Water Safety Plan (WSP)
Report on review of existing water safety planning Q2 (Q4 FY16)
Report Delivered - Submitted to MWI Nov 15, 16 Concurrence received Dec 12, 16 Submission to USAID Dec 22, 16 Approved by USAID Dec 22, 16 Title: “Review of Existing Water Safety Planning Practices in Jordan”
4.3.1 Adopt World Health Organization (WHO) Water Safety Plan (WSP)
• Action plan for adopting WSP approach Q4 (Q2 FY17)
Report Delivered - Approved by USAID Apr-25-17 in QPR 4
4.3.1 Adopt World Health Organization (WHO) Water Safety Plan (WSP)
• Completed WSP in at least one utility, associated training
Q7-Q14 (Q1FY18-Q4FY19)
Quarterly and Annual Reports Delivered thru QPR – USAID
Approval 25 Apr 17
4.3.3 Support Ministry of Environment to enhance wastewater-related enforcement capacity and minimize management burden
• Report on existing systems, suggested modifications and prioritization
Q4 (Q2 FY17)
Report Delivered - Submitted to MoEnv Aug 3-17 MoEnv concurrence Aug 14-17 Submission to USAID Aug 29-17 Approved by USAID Oct-18-17. Titled: “Evaluation of Water Quality & Reclaimed Water Monitoring Practices in the Ministry of Environment”
4.4 Water Resources Management Improved
4.4.1 Improve Water Resources and Supply Monitoring Systems
• Assessment of Water Resources Management Systems • Upgrade WAJ Control Center functions
Q11-Q14 (Q1FY19-Q4FY19)
Quarterly and Annual Reports Delivered thru QPR
4.4.1 Improve Water Resources and Supply Monitoring Systems
• SCADA Strategic Master Plan Q18 (Q4FY20)
Technical Report Pending - Submitted to MWI on Feb-25-20 No Reply COVID 19
4.4.2 Updating Infrastructure National Master Plans (Water /Wastewater)
• Infrastructure Master Plan for Water Q18 (Q4FY20)
Technical Report To Be Submitted in Q4, FY20
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4.4.2 Updating Infrastructure National Master Plans (Water /Wastewater)
• Infrastructure Master Plan for Wastewater Q18 (Q4FY20)
Technical Report To Be Submitted in Q4, FY20
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 61
ANNEX VII: SNAPSHOT/SUCCESS STORY
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 62
ANNEX VIII: WMI ORGANIZATION CHART
WATER MANAGEMENT INITIATIVE (WMI) QUARTERLY PROGRESS REPORT NO. 17 VOLUME I 63
U.S. Agency for International Development
1300 Pennsylvania Avenue, NW
Washington, DC 20523
Tel: (202) 712-0000
Fax: (202) 216-3524
www.usaid.gov
U.S. Agency for International Development
1300 Pennsylvania Avenue, NW
Washington, DC 20523
Tel: (202) 712-0000
Fax: (202) 216-3524
www.usaid.gov
U.S. Agency for International Development
1300 Pennsylvania Avenue, NW
Washington, DC 20523
Tel: (202) 712-0000
Fax: (202) 216-3524
www.usaid.gov